Success Secrets and Stories
To share management leadership concepts that actually work.
You are responsible for your development as a leader. Don't expect the boss to invest the training budget in your career. Consider this podcast as an investment of time in your career, with a bit of management humor added at the same time.
Success Secrets and Stories
Lessons I Wish I Knew Before Managing A Team
Promotions feel like arrival, but the real journey starts when the title lands and the gap between managing tasks and leading people becomes painfully clear. The guys unpack "What we wish we knew before stepping up!"
How credibility is earned in action, why clarity beats complexity, and how to build trust that survives crises, change, and long weeks.
John shares a defining story from the plant floor—a fire, a split-second decision, and the moment a young supervisor became a leader in his team’s eyes. Greg takes us into the newspaper industry at the dawn of digital, where tradition clashed with the future and junior voices went unheard. These stories ground our playbook: prepare for promotion before it arrives, act at the next level, and translate goals into crisp, memorable direction. We pull lessons from The One Minute Manager, Dale Carnegie, and Who Moved My Cheese to show how simple, human skills create outsized impact.
We then map out six foundations every new manager needs: earn trust through consistency, grow self-awareness, listen more than you talk, delegate to empower, challenge the status quo with context, and build a feedback culture that makes learning safe. From there, we level up with modern essentials—emotional intelligence, self-care as strategy, and adaptability as a superpower. Leadership doesn’t end with delivery; it continues with developing people. Your legacy is the growth of your team, not the volume of your tasks.
If you’re moving into management or sharpening your edge, this conversation offers practical tools and honest perspective. Press play, then tell us the one skill you’ll level up this week. Subscribe, share with a new manager who needs a lift, and leave a review so others can find the show.
Presented by John Wandolowski and Greg Powell
Well, hello, and welcome to our podcast, Success, Secrets, and Stories. I'm your host, John Wondolowski, and I'm here with my co-host and friend, Greg Powell. Greg? Hey everybody. And when we put together this podcast, we wanted to put out a helping hand and help that next generation and help answer the question of what does it mean to be a leader? Today we want to talk about a subject that I think supports that concept. So today's topic is something that resonates deeply with Greg and I. What I wish I knew before I became a manager. That's the pivotal moment when you receive a promotion and think, I finally made it. But as most of us discover, within a few weeks, reality sets in, and a role is far more complicated than anticipated. One of the first lessons I learned was preparing for the promotion was long before the opportunity arises, really kind of conducting yourself in a fashion that you're ready to be in that position of leadership. Your career is your responsibility. If the advancement catches you off guard, it's worth pausing and reflecting. How do you truly prepare for that next move? There's an old analogy that I like that's still relevant. You act as if you are the person that you report to. And in English, it's if you're a supervisor. You act as if you are already the manager. This mindset of ownership, even without formal authority, is something that we're going to be exploring today. And a little bit of this is that wisdom of trying to share things that you thought were really helpful in terms of written tools that made a difference. For me, I was having a problem trying to give clear directions. I was trying to do that ever-famous engineering approach of describing a watch rather than telling them what time it was. And the book that really had an impact for my team was after I read The One Minute Manager, and I realized that people wanted a concise idea of a goal, that they wanted a very short version of what was right, what needed to be looked at, what they should be trying to find out in terms of getting the goal accomplished, that I could add to that story. And realizing when I needed to shut up and let them take the lead, which is the important part of getting that trust and learning how to be a leader. Greg, what are the two books that you thought influenced you when you first started as a manager?
SPEAKER_01:So, John, a couple of books come to mind. One is the famous Dale Carnegie, How to Win Friends and Influence People. It's a wonderful book. And it's not just about sales, it's about relationships and business. And then, as we've talked a lot about over the couple of years, who moved my cheese? Because change is something else that leaders, supervisors, managers have to be attuned to. And you know, you can excel as a supervisor, but when you're handed the responsibility of leading a team, somebody gives you those uh those keys, it's both humbling and it can be overwhelming. Yet most people rise to the challenge if they're given the chance. And of course, leadership at any level requires a unique blend of resilience and adaptability.
SPEAKER_00:Yeah, so today we're gonna try to share a few stories of our own. Some are cringeworthy hindsight, but the satisfaction of overcoming challenges far outweighs the fears of actually taking that leadership positions. So let's dive in.
SPEAKER_01:Greg? So, John, I've worked in the newspaper industry for about five years. And it was the time when the internet started to disrupt traditional news, right? We still had the printed piece, a couple of editions a day, Sunday paper as well. This the internet was kind of sneaking in. And I was in human resources at the time, and I witnessed firsthand how the culture and profitability of newspapers was being challenged by digital transformation. I remember sitting in meetings with some senior leaders discussing how to respond to these changes because it was coming, it was going fast. And the younger folks, the younger generation, they saw the future uh in digital news. But the executives, the senior folks, were steeped in decades of print tradition. And it was really tough, difficult for them to adapt. So when they did the internet, um, they were looking at a hobby, nothing they were really investing a lot of time, just something casual. They were still committed to the print uh to the printed piece.
SPEAKER_00:Yeah, and you were witnessing that clash that the established culture and emerging technology, really that's that's the kind of clash that we see with new people that are trying to help. And the nostalgia of print, the smell of ink, the rhythm of the press. Oh, that was just that powerful piece of what their past was that it was inevitable, which it wasn't.
SPEAKER_01:Exactly. And for those younger employees, it was really frustrating to be in those rooms because they knew that digital was the future. They were the audience, they're the new customer. It's not the old fogies, right? They were the new customer. But they felt unheard, and that was difficult. Unfortunately, the organization didn't embrace the creativity or insights of the junior leaders. And it wasn't just my newspaper, newspapers across the nation. I found because of the role I was in human resources, the downsizing, the layoffs. Because when you run a digital paper, you don't need all the people you need when you have a printed piece. And it was a very sobering experience about change, about being a leader, about maybe missing the boat a little bit, and uh about survival, John?
SPEAKER_00:Yeah, and it's all those things of probably when you accepted the position, you were excited about going into the newspaper industry. It was a very, you know, oh, I don't know, proven technology and a great industry. And you're coming in at the tail end and watching it disappear before your eyes and all the things that are associated with researching your next job, that that's that other part that you learn through time. And when I think about uh new managers finding their voice in organizations, it's critical for their careers. It's also critical for them to understand that help that this new generation is trying to help the organization to see the future. When I was first promoted, I assumed that the title alone would grant me that credibility. I thought it would be a natural in terms of being a lead that they would just simply follow me. Spoiler alert, they didn't.
SPEAKER_01:You know, John, I remember your early days in the trucking industry when you wore multiple hats, right? It wasn't just one job, one task. You were a mechanic, a purchasing agent, stock room manager, right? But your first real supervisory role was at Johnson ⁇ Johnson, good old JJ, overseeing a team of seven mechanics. What was that transition like?
SPEAKER_00:Yeah, honestly, that was really challenging. My first real initial approach was purely informational, communicating the facts and the instructions. But after about two months, there was a crisis and that changed everything. There was a fire in the plant, and my mechanics happened to be also the first responders. All seven of them were actually on the fire team. And I naturally followed them when the fire started to take place, seeing that this was the first time I was watching the team in action. As the fire progressed, six of the seven came out of the smoke-filled room. And the smoke's piling out of the sides, and the guys are coming out and they look exhausted. And they said that there was one of the mechanics still left in the site, and they were, they were done. They just couldn't enter again. They had a spare pack. I basically said I had the fire training and scuba experience, and they started to put the pack on my back and I was going to enter the building. And as I was just cracking the door open, seventh mechanic emerged from the room. And when we had that eye-to-eye contact, I went from being that 20-something-year-old supervisor, you know, that just got out of college versus I'm a leader because there was one on my team that was at risk. And I was going to do what I had to do to help my team because that was my responsibility. I'll never forget that look in his eye of, you know, from who, oh, it's you.
SPEAKER_01:Well, John, you were not supposed to enter that space. You weren't officially part of the fire team. But that's the essence of leadership, right? It's not about the title, it's about the action you take. And you assessed the situation, made a decision to support your team, and even at personal risk.
SPEAKER_00:Yep. And leadership is earned through actions, not through titles. That event made it crystal clear to me how it changed the team. They realized that I was invested in their well-being, not just the company goals. That was a transformational moment for that working relationship.
SPEAKER_01:You know, that's a great segue into another lesson. As a manager, you're just one person. And the demands can be tireless, relentless, right? Long hours, endless meetings, and sometimes, as you brought up, literal fires to put out. There's an analogy I'd like, and that's burning the candle at both ends. One wick represents your professional life, and the other, your personal life. If both burn too quickly, you risk burnout.
SPEAKER_00:I couldn't agree more. You have probably an interesting example of that in terms of your experience that you could talk about.
SPEAKER_01:So I do, John. At one point, I accepted a position in another state, 200 miles away while my daughter was just getting into high school. My son was in college, like an hour away. The job seemed perfect. And in retrospect, it was perfect. But the reality of living apart from my family was really, really tough. Video calls, conference calls, whatever, with my wife and daughter, even my son, it just wasn't quite enough. It just wasn't. And Alfred wondered, and I did, what the heck am I doing? What did I get myself into? Is this the right decision for me? And more importantly, for my family. Leadership requires understanding the risks and sacrifices involved. Fortunately, my family adapted. I had a great partner and my wife, and the kids understood. We grew stronger as a family. But the challenges, oh, they were real.
SPEAKER_00:Yeah. And that's the important point. Leadership, it doesn't just impact you, it impacts your family. Your ambitions don't always line up with theirs. You have to be self-aware. And that is a critical skill to understand. It's a critical skill to develop. We've stayed in roles too long, or we've ignored things in terms of the toll that it takes on your health. I know I've I've had that unfortunate experience. And it isn't the importance of understanding how to manage stress early on to avoid health issues. Those that's all part of what you're walking into when you're looking at taking that leadership position with eyes open.
SPEAKER_01:So you know it's hard to pour from an empty cup. And you need to know your limitations and respect them. I think you remember Dirty Harry at Clint Eastwood. A man's got to know his limitations.
SPEAKER_00:That was a great line.
SPEAKER_01:So, like an athlete, you must prepare and you got to practice, but also recognize when you're pushing it too darn far.
SPEAKER_00:Yeah. Rest and boundaries are essential tools. But if I'm running on empty, I'm not leading. I'm just surviving.
SPEAKER_01:Leadership is earned, not given. And I told John this story. I worked my way up in leadership. I'm a director of getting ready to be promoted to a vice president. And this executive VP said, Greg, we're making you vice president, but you're really not a vice president. I thought he was kidding me. And what he was saying is, I wasn't at the vice president level, but he had confidence I would be fine. I was prepared. And but I wasn't, I hadn't sat in the seat, right? And so many new managers believe that it's a the title automatically commands respect and loyalty. And it doesn't. Integrity is important. And the trust that you build, that you earn with your team. And your credibility grows when you consistently, not once in a while, not every other Friday, but when you consistently demonstrate fairness, transparency, and a sincere willingness to listen. Second one, self-awareness is foundational. Great leaders start with themselves. They look at themselves, they look in the mirror. That's the person that they're concerned about, it's being a leader. Self-awareness means understanding your strengths, also your weaknesses, and really being able to recognize how your behavior impacts others, those that are in your employee. Third one is communication is more about listening than speaking. How many times have you heard I've got one mouth and two ears? Use them accordingly, right? Effective communication is the backbone of leadership. It's not just about giving clear instructions, uh no, but about actively listening to your team's concerns, their ideas, and legitimately listening to their feedback and acting on it. Number four, delegation to empower, not control. New managers oftentimes struggle to let go of tasks because they're afraid that delegation means losing control. True delegation, however, is about empowering your team, giving them meaningful responsibilities, and trusting them to deliver.
SPEAKER_00:John. Those first four to talk about leadership is earned, self-awareness, communication, and delegation, those are the things that we really talk about a lot in terms of management by responsibility. That's like the essence of trying to be a leader. If you have a grasp of those four, you're the on the way of being a leader. But these four are that bedrock that you have to start with. And if there's issues in terms of communication, like when I was giving presentations, I was doing such a poor job that I was recommended to go to the Dale Carnegie course and learn about communication. And I thought I did a decent job. The truth is, I was not precise. I didn't know how to hold on to conversation, nor did I know how to actually control the room. And those things are critical for you in order to actually be a leader, you have to have those skill sets to understand when you're getting through and when you're not. Um, I know you have more, Greg. I just wanted to kind of kind of focus that if you don't have these four, you're probably not going to make it.
SPEAKER_01:You're right, John. Thank you. So let's go to number five. Embrace change and challenge the status quo. Who moved my cheese? Change is inevitable. It's better to be on the front end of it. Uh, it's better to help direct and guide change. Leadership requires adaptability. Don't be afraid to ask questions about processes, or don't even be afraid to suggest improvements. However, there's got to be a balance there. That's key. Understand your team and the context well before you push for some kind of change. Number six, build a culture of feedback and growth. Right? It's not a one-and-done situation. Giving and receiving feedback is essential for continuous improvement. You want to create a safe environment where your team members can feel comfortable sharing ideas and taking constructive feedback.
SPEAKER_00:And I'm going to give the the other ones that I think are maybe more along the lines of how people are conducting themselves in 2025. There's this term that is far more popular in leadership than it was when we started off. It's called emotional intelligence. And it's the ability to recognize and manage your own emotions and those of others. Transform team dynamics. Leaders who show empathy remain calm under pressure and respond to the challenges, build stronger, more resilient teams. Next is take care of yourself to take care of others. And what we were talking about earlier, about the whole thing with the candle burning out, is a nice analogy to understand that it's a business world and a family environment. Neglect your own well-being. You can't effectively lead your team. Prioritize rest, exercise, and boundaries. And 2025, I don't think this subject could be any more appropriate. Adaptability is your superpower. The workplace is constantly changing. And we've used those lines of change in management all the time. That's just life. But it's coming a lot faster than it has in the past. Leaders must be flexible, willing to pivot strategies and be open to new ideas, i.e., the internet versus print. The two of us can come up with probably a dozen examples. And leadership is about developing others. I'm going to kind of stop because that's probably the most important thing to understand. If you're a leader, it isn't that you're in charge of the widgets that you're making. That's that's not the key point. You're leading people and your task is to develop them. As a leader, it is a measurement of growth that you've been able to do with your team, is how you are perceived as making those advancements, achievements within leadership. Invest in coaching, mentoring, and providing opportunities for development.
SPEAKER_01:So if you're a new manager, or perhaps even a seasoned one, we hope these lessons resonate well with you. Leadership is definitely not about perfection, but it is about authenticity and growth. You know, remember, sometimes the best way to lead is to walk in the shoes of those you manage. Hold up the mirror and ask yourself am I doing what I need to do to truly lead others?
SPEAKER_00:Thanks, Greg. Well, that kind of summarizes it very well. I hope that this was helpful. So if you like what you've heard, I've written a book called Building Your Leadership Toolbox, and we talk about tools like this, and it's available on Amazon and Barnes and Noble and other sites. The podcast is what you've been listening to. Thank you so much. It's also available on Apple, Google, and Spotify. A lot of what we talk about is with Dr. Durst and his MBR program. If you'd like to know more about Dr. Durst, you can find out on SuccessGrowthAcademy.com. And if you'd like to contact us, please send me a line. That's wondro 75 periodjw at gmail.com. And the music has been brought to you by my grandson. So we want to hear from you. Drop me a line. Tell me what's going on, what you like, and what you would like to hear about. And it's always helped us to create content. Thanks, Greg. This was fun. Thanks, John. As always. Next time. Yeah.