Flooring Industry Leaders Share 5 Career-Defining Leadership Lessons

In an industry driven by complex supply chains and market fluctuations, top flooring executives recently revealed a surprisingly simple formula for leadership success: focus on people and stay connected to frontline operations. During a candid panel discussion at The International Surface Event in Las Vegas, Nevada, leaders from the nation’s largest flooring manufacturers shared how mentorship and fundamental leadership principles shaped their careers.

1. The Power of Mentorship

“My dad always used to say it’s better to be lucky than good; you need to be good but luck and being in the right place at the right time plays a role in this idea that can you create your own luck,” said Benjamin Liebert, president of Shaw’s residential business. “I had three really amazing mentors at different stages in my career, and the common thread there is somebody believing and betting on me, investing time and energy.”

2. People-First Business Philosophy

For Liebert, the most crucial lesson from his mentors was straightforward: “The big theme that I learned from my three mentors is it’s a people business and a people world. I don’t care how big our corporations are; I don’t care how much money we’re making; or how complex the business is, people are still at the heart of it. And that skill of building trust and a relationship and a partnership and a friendship in this industry is really, really important.”

3. Systematic Leadership Approach

Zach Zehner of Mannington emphasized the importance of comprehensive business oversight while maintaining focus on people: “I had several key mentors and one stands out really focusing on relentlessly reviewing all aspects of the business on a regular basis, and that always starts with people.”

4. Keep it Simple

Will Young of Engineered Floors advocated for simplification in an increasingly complex industry: “I find that the people who can simplify our industry tend to be the best to learn from. We tend to overcomplicate it. Flooring is no different. We have really made this thing complicated, much more complicated than it needs to be.”

5. Stay Connected to Operations

Paul De Cock of Mohawk emphasized the challenge of maintaining frontline connections as organizations grow: “I think as we need larger organizations, you get disconnected from reality. You rely too much on your team; you hire the best people, of course, but you get disconnected from what’s really happening in the company. So, my best advice is you have to be frontline-obsessed. You have to be in the details with your teammates and your people because the bigger you get, the less time you have for that.”

Despite leading multimillion-dollar operations in a complex industry, these executives’ leadership philosophy centers on fundamental principles: strong mentorship, maintaining personal connections, and staying close to day-to-day operations. While the flooring industry continues to evolve with technological advances and market changes, successful leadership still depends on human connections and basic business fundamentals.

See more coverage from the TISE discussion