Warehouse and Operations as a Career

In our world of warehousing, transportation, and supply chain operations, titles or what we call ourselves can vary widely. You may be in sanitation, running a scrubber and setting the plate for the next shift or you may be a yard spotter moving trailers or maybe you’re on a forklift racking pallets, or an order selector chasing cases, a clerk managing paperwork, a dispatcher coordinating loads, or an inventory analyst balancing numbers that keep millions of dollars accounted for. All different roles with different responsibilities. But there is one thing that ties every successful associate, supervisor, and leader together. Welcome back all, I’m Marty with Warehouse and Operations as a Career and today I’d like to talk about Ownership. 

Ownership is not given to us with a certificate, a vest, or a title. It’s not written into our job description. It’s a decision, one we make every single shift. I think ownership is the mindset of saying this is my job, and I’m responsible for how it’s done. Or if something goes wrong, I don’t look around, I point at myself. If something can be better, I want to be part of the solution. In my view, ownership means you don’t separate yourself from the outcome.  I own that responsibility. Whether you’re loading a trailer, counting inventory, or scheduling freight, your work represents not just you, but your team, your company, and our industry. 

Let’s talk about us on the floor for a minute.  Let’s see, we’ll start with sanitation. Ownership here means more than just cleaning. It means understanding why that aisle must be clear of debris, and why spills must be handled and cleaned up immediately, why a clean facility prevents injuries, contamination, and lost productivity. Understanding all that, ownership says, I’m not just cleaning, I’m protecting people and freight. And regarding the Forklift operator, ownership isn’t just about moving product from point A to point B. To me it’s about performing your pre-trip inspection like your safety depends on it, because it does, and handling product like it belongs to you and always being aware of your surroundings. Ownership says this machine, this load, and this environment are my responsibility. And pretty much the same with the order selector. Ownership shows up in accuracy, we all know how one mis-pick can affect a customer, a driver, and our reputation. And then there’s the productivity, our cases per hour can impact the entire operation. Here, if its mine, ownership says if it leaves my pallet, it’s going to leave right. 

Are you starting to see a theme develop? What’s up next, the spotter or yard hauler. Ownership here is just as critical. It means knowing where every trailer is and why its spotted there, checking equipment before moving it or setting refer temps, and of course communicating clearly with the dock. Ownership says nothing moves in this yard without awareness and intention. 

And in positions like a clerk or dispatcher, or inventory control, or more office type settings, ownership in these roles is often invisible, but incredibly important. It means accuracy in documentation, clear communication with drivers and teams, staying ahead of problems before they hit the dock, and understanding discrepancies, not just reporting them, and digging into root causes, really just protecting the company’s financial integrity and responsibilities. I think that ownership is saying If information flows through me, it flows correctly. And If the numbers are off, I don’t guess, I’ll investigate. 

Ok, enough of all that. Now let’s talk about leadership. Ownership doesn’t stop when you get promoted. I think it becomes even more important. A supervisor or manager who owns their role understands how the team’s success is their success and that the team’s failures are also their responsibility. And how the culture, safety, productivity, and morale all fall under their watch. Ownership in leadership is addressing issues immediately, not later, and like we learned last week, coaching instead of criticizing, and setting expectations clearly and consistently. And an important part is holding people accountable, but holding yourself accountable first.  A leader with ownership never says that’s not my department or that’s not my problem.  Instead, they say Let’s figure it out, or how do we fix this? Or something like what can we do better next time? 

And of course ownership is one of the strongest drivers of safety in any facility. Like we learned in episode 362. You can have posters on the walls and safety meetings every day along with all the training programs in place, but if individuals don’t take ownership? None of it sticks. Ownership in safety says I’m responsible for going home safe and helping others do the same. 

We’ve talked before about, what gets measured gets managed. That’s one of my many mentors favorite quotes. I’ve always believed ownership drives performance. When an associate owns their numbers, they know their cases per hour, and understand their goals, that person is always looking for ways to improve. They don’t wait to be told. They take the initiative. I’m convinced that ownership turns average performance into consistent performance, which in turn takes consistent performance into top performance levels. 

On another note, have you ever heard anyone say that’s not my job? That mindset will stall a career faster than almost anything else. Now, are there job descriptions? Absolutely. Are there responsibilities? Of course. But ownership, has to understand something bigger. We are part of a system, and every role impacts another, success is shared and so are failures.  

Now, Ownership doesn’t mean doing everything. It means caring about everything. It means being willing to step in when needed, help a teammate, and raise your hand when something’s off. It’s important to remember that the operation doesn’t run on job descriptions. It runs on people. 

Here’s something I probably don’t talk about enough. In my opinion Ownership builds trust. When you consistently do what you say, take responsibility, and deliver results. People notice. And our Supervisors and Managers notice. But even more importantly? Your teammates notice. They know they can count on you. And in this industry, being someone, others can count on is everything. That’s how we grow and increase our earnings. Remember how I feel about being that employee.  

And speaking of growth. If you’re looking to move up to that lead, supervisor, or manager role, ownership is the pathway. And you know I don’t believe leadership is just about titles, authority, or even pay increases. It’s about responsibility. 

And we’ve talked about the best leaders? They were the associates who owned their roles early on in their career, they took pride in their work, and they solved problems before they were asked. I always felt that my ownership told my leaders that I’m ready for more.   

In today’s global supply chain, whether it’s truckload, LTL, air freight, or ocean shipments, ownership matters. One missed detail can delay shipments, cost thousands of dollars and impact customers across the country or the world. Ownership at every level ensures accuracy, efficiency, and reliability. From the warehouse floor to international logistics, ownership is what keeps our supply chain intact. 

What else did I bullet point here. Ownership doesn’t just affect your job. It affects your life. 

When you take ownership, you build confidence, and develop discipline, all while strengthening your reputation. You stop making excuses and you start making progress in your careers. I look at ownership as the difference between waiting for opportunities and creating opportunities.  

Ok, so how do we practice ownership everyday? I don’t think it is complicated or difficult, but it does take thought and intention. I always speak to my new boots to start with this. Show up on time and ready to work. Know and understand your role, and know it well. And ask questions when you don’t understand something. I urge everyone to take responsibility when mistakes happen, own it and look for ways to improve processes.  I always add or wrap up an orientation by reminding us to help others succeed. That’s part of every job.  Oh, and most importantly, Care about what you do. 

At the end of the day ladies and gentlemen, ownership is a choice. I’m not going to say any choice is a wrong choice, but I do think it has to be our choice. You can do the minimum, just stay in your lane and wait to be told what to do. Or, you can take pride in your work, lead from where you stand and be the example others follow. Another words, be THAT employee we’re always talking about.  

In warehousing, transportation, and supply chain operations, we deal with movement, products, freight, and information. But the most important thing we move forward is people and I think we should say our careers and futures also. And I believe ownership is the driving force behind all of it. So, whatever your role is today, sanitation, forklift operator, selector, clerk, dispatcher, analyst, or leader, lets own it. 

A quick opinion, when you own your role, you don’t just do the job. You define it and choose what it’ll be. We all make so many choices and decisions every day. That’s how we drive our personal and professional lives, and well, our futures and careers. 

If you have any thoughts or experiences with ownership please share them on our Instagram at waocpodcast or our Facebook feed using that @whseops and we’d love to hear from you by email, [email protected]. Until next week, be safe out there. Our friends and family are looking forward to seeing us.

Let’s talk about something that many of us have experienced, but very few of us accepted well or maybe even truly understood. That moment when your supervisor says hey, can you step into the office for a minute? Your heart rate picks up. Your mind starts racing. And before you even sit down, you’re already on the defensive. You’re thinking, what did I do wrong? Why am I getting singled out? This isn’t fair. And just like that, before the conversation even begins, the opportunity for any growth or understanding is already slipping away. I think that’s the human nature in us.  

I’m Marty with Warehouse and Operations as a Career and today I’d like to pause and reshape that entire moment. Because what many call a write-up, corrective action, or warning, I want us to recognize it as something different. I call it coaching. But it has to be presented and accepted as coaching too.  So, we’ll start with a bit of truth. In our light industrial world, warehousing, distribution, manufacturing, and production, we deal in productivity, safety, accountability, and responsibility. Cases have to move, trucks have to deliver, Equipment and machines must be operated safely, and teams have to show up, on time, ready to work. That is just fact. So when something goes off track like attendance, productivity, safety, or our behavior, well, it has to be addressed. Those things can’t be, or shouldn’t be ignored. They shouldn’t be brushed aside. And not just saved for later. I want to know how I’m doing. But how it’s addressed, I feel that’s the important piece.  

So, let’s spend a minute looking at it from the employee’s side. Most associates don’t hear coaching. They hear I’m in trouble. I’m about to get fired. They don’t like me, oh and I love this one. They’re picking on me. And what happens when those thoughts take over, the walls go up. Now the conversation becomes defensive instead of reflective, and emotional instead of anything close to productive, even argumentative instead of productive. And I think that’s where we as associates sometimes fail to capitalize on an opportunity.  

A coaching conversation is one of the few times someone is investing directly in your growth. Think about that. Someone stopped their day, pulled you aside, and said let’s talk about how we can do this better. The way I see things that’s not punishment. That’s opportunity.  

So why do we react the way we do?  I think a lot of it comes down to pride. We don’t like being told we missed something and we don’t like being corrected, and we definitely don’t like it when it’s documented.  

But what if we looked at it this way. That correction is not rejection. It’s direction, maybe even guidance. It could be someone saying you’re capable of more, and I’m going to help you get there. Let’s break this into two types of thinking. First up let’s talk about a Fixed Mindset. That would be things like I messed up. This is bad. Or they’re coming after me. And this is going on my record. And then we’d have the Growth Mindset. This person may think something like what can I learn from this? How do I improve? And what does success look like moving forward? Just a shift in thinking like that can change the direction of our career. I firmly believe the associates who grow the fastest, aren’t the ones who never get coached. They’re the ones who listen, adjust, and apply lessons learned.  

Now let’s talk about the management side. Managers, supervisors, leads, this part is probably even more important. Because let’s be real, sometimes we don’t get this right. We rush the conversation or we come in frustrated. We make it feel like discipline instead of development. And when that happens, we lose the associate before we ever reach them.  

There is a difference between coaching and correcting. Correcting says you did this wrong. Coaching says let’s walk through what happened and how we improve it together. See the difference? One shuts people down. The other opens them up. So how do we deliver coaching the right way. First, we have to set the tone. Start with calm, not confrontation. Something like, hey, I want to talk through something with you so we can make sure you’re set up for success. Right away, you’ve shifted the conversation. And we have to stick to the facts. Not our opinions or emotions. It’s always good to share numbers or what we’ve personally seen. Something like, yesterday you clocked in 18 minutes late. Or what else could we say about something, oh, your last three picks were below standard. Or maybe I observed a safety concern with your lift technique right after break. Clear. Direct. and professional. And we have to explain the why. This is where managers often miss the mark. We need to tie it back to something like Safety, or how it impacts the team, or for productivity concerns or even customer service or their expectations. I say all that because I think when people understand the why, they’re more likely to buy in. And I feel as managers we have to invite them into the conversation. We have to listen. This is huge. We may need to help get things started by saying something like help me understand what happened. Now it’s a conversation, not a lecture. Of course we cant just point out the problem, we have to define the solution too.  Something like, going forward, I need you clocked in and ready at start time. And let’s review proper lifting technique together. Here’s what success looks like over the next week. And then we need to end the conversation with confidence. We need to be positive, I know you can do this. I’ve seen you perform at a high level.  Lets get back to that.   

Even though I just said all that, we’re not throwing out accountability. We can’t sugar coat the situation. Coaching is not a free pass. It’s not do whatever you want, or a no consequences ticket, and certainly not a we’ll just keep talking about it scenario. No, coaching is the bridge between expectation and accountability. And if improvement doesn’t happen, then yes, it can move into corrective action. But even then, the goal should still be growth, not punishment.  

Let me tell you something from experience. Some of the strongest leads, supervisors, and managers today have a history of being coached. Myself included. They were corrected, they were guided, and they were held accountable. And they used it, they didn’t run from it, and they didn’t fight it. They grew through it.  

So the next time you hear can you step into the office? Pause. Take a breath. And instead of thinking here we go try this, think what can I learn from this? Because that one question can turn a write-up into a turning point in our career.  

In our industry, we talk a lot about Productivity, Attendance, Safety and Performance. But behind all of that is people. And people don’t grow from silence. They grow from feedback. They grow from conversations. And they grow from coaching.  

So whether you’re the one giving the coaching or the one receiving it, remember this. It’s not about being called out, it’s about communication. Let’s face it, we employees know when we have a coaching, a writeup, or whatever you call it is coming. We know the attendance rules, the productivity requirements, and safety processes, and we know what is expected of us. Yep, we’re always shocked and surprised, generally upset when we’re called out about something. But I think that’s just that human nature thing. I always try and look past it, learn from it, and, honestly, most of my coaching’s, I admittedly deserved. I’d like to say I grew from each and every one of them!   

I hope today’s topic sparks a thought or two and maybe helps us the next time we’re corrected on something at work! Y’all have a safe, productive, and prosperous week out there!

Let me ask you something, how many times have you walked into your facility, heard the safety message, maybe even repeated Safety is our number one priority, and then went right back to doing the job the same way you always have? Not wrong,  just familiar or normal. Because that’s where most of us operate, in the familiar and routine.

Just this week, at different facilities, I’ve heard about several incidents that remind us how dangerous familiar or routine can be. A loader slips inside a trailer and breaks his leg. An associate missteps stepping onto a dock plate and twists their ankle. Someone overextends and strains a muscle, and another hurts their back lifting. And even a safety trainer, someone who teaches safety, cuts their finger with a razor knife. Now think about that. That’s not a bad week. That’s a pattern in the industry. And patterns tell us something.

The Truth is that Injuries Aren’t Rare. According to the U.S. Bureau of Labor Statistics, there are millions of workplace injuries reported every year in the United States. In fact, over 2.6 million nonfatal workplace injuries and illnesses are reported annually. Warehousing and transportation consistently rank among the highest injury rates. Sprains, strains, and tears make up the largest percentage of injuries. Let that sink in. The exact types of incidents we’re talking about today, slips, missteps, overreaching, lifting injuries, those aren’t uncommon. They’re the majority.

Let’s take it a step further. According to the National Safety Council, the average cost of a medically consulted injury can be over $40,000. Lost workdays, productivity, and indirect costs can multiply that number significantly. Back injuries alone are one of the leading causes of missed workdays.

And I want us to realize that cost isn’t just on the company. It’s on us too. Because that injury affects our income, which in turn affects our family, and can affect our quality of life. And sometimes, it doesn’t go away.

I’m not certain these are training failures, I’m concerned that their behavior gaps. I want to think that most facilities today are doing the right things, orientation programs, strong startup safety meetings, enforcing PPE use, near miss reporting, and safety signage everywhere. So why are people still getting hurt? I believe safety doesn’t fail in training. It hurts a little to say this but I think it fails in our behavior.  It fails in the moment when we decide to rush, when we reach instead of step and when we just go ahead and lift instead of asking for help. And that my friends are where incidents are born.

I know, and I hate to know it, but safety isn’t always the only voice in our head. It competes with production numbers, someone always saying hurry up, fatigue, maybe even bad habits, and sometimes even pride. We tell ourselves I’ve got this. It’ll only take a second. I’ve done this a hundred times. And all those small decisions? Well, that’s why we’re talking today right!

Remember a few weeks ago when we were talking about complacency? Repetition builds skill. But it also builds comfort. And comfort leads to complacency. According to safety studies across multiple industries, a large percentage of workplace injuries occur among experienced employees, not new hires. Why? Because we stop checking conditions, we stop thinking about our movement or our ergonomic training and we trust the environment too much. And that’s when we act all surprised that something happens.

Lets talk about a few of those scenarios I mentioned earlier. First up, Slipping in a Trailer. The Occupational Safety and Health Administration reports that slips, trips, and falls account for a significant portion of workplace injuries, especially in environments like warehousing. Trailer floors are unpredictable. condensation, debris, uneven surfaces. every step has to be intentional. I can’t tell you how many times I’ve nearly fell sliding in the cooler area on the condensation, or nearly twisting my ankle on a piece of broken pallet.

And then those pesky dock plates and the transition points, the dock to the trailer. A misaligned plate or a rushed step can turn into twisted ankles, maybe a fall or even long term injuries.

Our next concern is overextending and reaching, things we’re coached on all the time! Ergonomic studies show that lifting outside your power zone significantly increases the risk of injury. Remember our power zone? Between your shoulders and your knees. Anything outside of that reduces strength and is going to increase strain, raising the risk of injury.

And I mentioned the back injuries earlier. Back injuries are one of the top causes of lost time incidents in the workplace. And they often don’t come from one big lift. They can come from repetition, poor form, and a lot of small mistakes over time.

And the razor cut or knife injury? Hand injuries are among the most common workplace incidents. And they often come down to us just rushing and getting in a hurry or improper use of the tool,  and as with the safety trainers incident, a flat out loss of focus and not paying attention. Maybe he got comfortable or what did we say earlier, oh, complacent. His incident showed us that  even experienced individuals are at risk.

When we get our first light industrial position we start hearing about ergonomics. It’s been explained to me as the career saver. I’m always talking about the long game in this industry, and ergonomics, when engineered, observed, worked, and practiced can keep us in that game for a long long time. Ergonomics isn’t about comfort. To me it’s about longevity. It’s about being able to work today, work tomorrow, and still feel good doing it years from now. We have to remember that one bad habit repeated over time, can become one big problem.

So whats missing or what are we doing wrong? Even with all the right systems in place, things still happen. I feel there’s a combination of opportunities going on here. First, I want to say ownership. Safety isn’t the company’s responsibility alone. It’s ours. No one else feels your injury but you.

And then engagement. Do you feel we’re listening to, or just attending all those meetings and shift startup get togethers? Because safety only works if it sticks, if we apply what we’ve learned. I have to say that speaking up is another big one for me. A real safety culture is going to sound something like hold up there a minute, that’s not safe, and let’s reset that machine, and hey, get some help lifting that. Our silence doesn’t prevent injuries. Action does, our actions do.

And in my humble opinion leaders set the tone. If safety is optional, people will treat it that way. If safety is enforced, people will respect it. It should be just that simple.

But its not I guess, so how do we make it better? If everything is in place at our facility, well, I think it’s on us.

I think we need to slow down, but do it strategically. Not moving necessarily slower, but moving smarter and constantly focused is what I’m getting at I guess. A few seconds of awareness can prevent months of recovery.

We need to think before we move. As equipment operators we’ve always heard look before moving the first inch. We’ll, as people we need to think before we move. Every step and every lift matters, every movement matters.

I think we need to make it personal. This isn’t about policy. This is about our life and livelihood. Oh, and here’s another pet peeve of mine. Why does everyone not use our companies near miss program? Doesn’t most everywhere have one? That’s a good question, please send me an email if your organization doesn’t have one or share why you do or don’t use it if so. I’ll pick a few answers and share them with our group.  I know of a couple of facilities that have a weekly drawing for a free lunch card. You’re entered every time you fill out a quick electronic form and hit submit. Not as many associates participate as you’d think. I’ve heard things like I don’t want to rat out anybody, or that there business not mine. I hope that comes from the 1% and most of us realize we’re helping our peers not telling on them. We’re being paid, this isn’t school or on the streets. We’re protecting our friends and family.  Anyway, near misses are warnings. Ignoring them is a choice.

And it is so important that companies recognize safe behavior. People repeat what gets noticed. It doesn’t cost much if anything to pat someone on the back and say good job! Even for a lead or supervisor or manager to speak up at the start up and recognize a job done well goes a long way.

At the end of the day, nobody remembers your case count, your productivity, and nobody is going to talk about how fast you moved. But you will remember an injury, a limitation going forward or a moment you wish you could redo.

Safety isn’t complicated. But it does require something from all of us. Awareness. Discipline. And ownership. Because safety? It’s not a poster. It’s not a meeting. It’s not even a program. It’s a decision. One you make every step. Every lift. Every single shift.

I’m Marty with Warehouse and Operations as a Career and I enjoyed talking a little safety culture with you today. Let’s all do our part, be safe at work and at home, take care of ourselves and the family! Y’all be safe out there.

I’m glad you’re here with me today, because we’re going to talk about something that a lot of us think we want but may not fully understand what we chased until we’re in it. Today’s topic is about reaching for frontline management in the light industrial world, what it takes, why we chase it, and the real challenges and rewards that come with it. Because let me tell you, moving from doing the work to leading the work is one of the hardest transitions you’ll ever make in your career.

What brought all this up was a listener named Michele brought up that recently I had been talking about retirement, and how I felt it was important to plan for it even at an early age. She’d done a little research and read somewhere that seeking a position in management could help secure what she called the golden years. Well, I’m not sure where she read that or where she heard it, but I do have an opinion or two on the subject!

Let’s start with the why some people reach for management positions. Why do we want to become a lead, a supervisor, a manager? For some, I think it’s about growth.

We don’t want to stay in the same role forever, we want to learn more, do more, and build something or be a part of something bigger. For others, it’s about financial opportunity.

We hear about salaries, bonuses, incentives, and we think, that’s where I need to be.

And for many of us, it could be about recognition. We’ve put in the work. We’ve hit the numbers. We’ve been reliable. We’ve been that employee I’m always talking about. We want someone to say, You’re ready for the next step. And all of those reasons are valid. I still remember when I made the decision I was going to be the vice president of operations. I was working in the high rise department pulling groceries on the cherry picker. I was part of a 3 man team in the back. I was still in training when one evening a man came back there with a whole group of people dressed professionally. They were looking for some kind of product, I don’t remember exactly why, but the guy in front, well, you simply knew he was the boss of bosses. I asked my trainer, his name was Mike, who he was and he told me to stay away from him, he was the v.p. of operations. I told him I was going to have that guys job. 13 years later Mike came by my office and said you told me you wanted this job one day.

Where was I, so, let’s talk about something I’ve seen over and over again. In my opinion, one of the most common mistakes in our industry is promoting the most productive associate. The fastest selector. The best forklift operator. The one who never misses a number. And on paper, it may make sense. But in reality? I don’t know.  Because high performers often love doing the work. They thrive on movement. They enjoy hitting numbers. They take pride in production. They love those challenges. But leadership? Leadership is different. Leadership is thinking instead of doing, planning instead of reacting, coaching instead of producing, and being responsible for others instead of just yourself. And not everyone wants that. Some people don’t want the responsibility or want to manage people. And that’s okay. But when we promote someone into leadership who doesn’t truly want to lead. I think we can set them, and the team, up for a struggle. All I’m saying is that we need to communicate and communicate well, from both sides. Some of us love what we do, and I’m a firm believer we need to love what we do, we’re going to be working for the rest of our lives!

Now let’s talk about the path. It isn’t something that’s going to happen overnight.  To me, becoming a leader isn’t a title, it’s a journey. It usually starts as a department lead, then a Supervisor, then maybe a Manager, and next possibly a Director. And for some, even a Vice President or above. Remember that journey can take years. And every step requires a different version of you. What made you successful as a selector won’t make you successful as a supervisor. What made you a great supervisor won’t carry you as a manager. You have to evolve. You have to learn things like being a great communicator, accepting accountability and decision making, conflict resolution, time management, and most importantly, managing people. What I like to refer to as human capital.

Ok, on to something that makes no sense. Sometimes, when you first step into management you might take a pay cut. And that surprises people. You go from hourly, with overtime, to salary. And suddenly you’re working more hours and carrying more responsibility, but your paycheck might look smaller, at least in the beginning. And that’s a tough pill for us to swallow. But here’s the long game, as you grow in leadership, opportunities open up. Bonuses, incentive programs, performance rewards, and career advancement. The earning potential can become much greater.

Let’s get to the real challenge for us. I mentioned human capital earlier. It’s not the numbers. It’s not the loads. It’s not the cases per hour. It’s people. For me, human capital was the most difficult part of leadership. Ok, people can be different, emotional, each can be motivated by different things, and each will be dealing with different situations outside of work . And now, as a leader, you’re responsible for all of it. You’re managing attendance issues, performance gaps, attitudes, conflicts, personal struggles, and of course a host of Safety concerns and maybe a few regulatory opportunities. And sometimes, you’re doing all of that before lunch!

Now let’s talk about one of the biggest challenges, and one of the most real. Managing people you used to hang out with. Yesterday you were on the floor together, you were taking breaks together, maybe even going out after work. Today, you’re holding them accountable, you’re coaching their performance, you might have to discipline them. None of that is easy.

Here’s a little bit more than an opinion of mine. You can’t lead effectively if you don’t create separation. It will not work. That doesn’t mean you stop respecting people and it doesn’t mean you become cold towards the old team. It does mean you set boundaries and stay consistent, you have treat everyone fairly.  Because the moment your team feels favoritism you’ve lost credibility.

When you step into leadership, everything changes. You’re no longer responsible for just your performance. You’re responsible for everyone’s performance. If the shift misses its numbers or there’s a safety incident or if attendance is poor, it’s on you. That can be real pressure ladies and gentlemen. And it doesn’t shut off when you clock out. You’ll find yourself thinking about tomorrow’s staffing, rehashing decisions from the day, and thinking about next week’s plan. Leadership doesn’t always stay at work.

For me, one of the biggest changes was learning to think instead of just react. As an associate, I was focused on doing my task. As a leader, you’re focused on problem prevention. You have to start asking why did that happen? How do we prevent it from happening again? What process is broken? What training is missing? You move from doing the job to improving the job.

Ok, it’s probably worth noting that not everyone is meant to lead. And that’s not a negative thought.  I think the people who thrive in leadership want to help others succeed, and can handle pressure, and are willing to constantly learn, and are willing and able to accept accountability, and can separate emotion from decision making.

The ones who struggle often miss the floor, avoid difficult conversations, play favorites and resist change, and take things personally. I think leadership requires a different mindset.

Now, with all that said, let’s talk about the rewards. There is nothing like watching someone you trained and mentored succeed, seeing your team hit their goals, building a strong culture, and knowing you made a difference.  And yes, the financial rewards grow, our opportunities expand, and our career path opens up. But the biggest reward? For me any way was the Impact or influence. You’re no longer just part of the operation. You’re shaping it.

If you’re thinking about stepping into leadership, I want you to ask yourself a few questions. Do I want to lead or do I just want the title? Am I ready to be responsible for others? Can I handle tough conversations? Am I willing to grow and change? Because leadership isn’t about being in charge or being the boss. It’s about being responsible. And it’s not always easy. But for those who commit to it, it will be one of the most rewarding journeys you’ll ever take.

Thank you for spending a few minutes with me, Marty T Hawkins, today on Warehouse and Operations as a Career. If you found value in this conversation, share it with someone who’s thinking about taking that next step. And remember. It’s one thing to do the work, it’s another thing to lead it.

And most importantly, y’all be safe out there, at work and at home!

Warehouse and Operations as a Career. I’m Marty and It’s great to have you back this week. As I travel around to different facilities, and different regions, I’m hearing the phrase, no, not a phrase, I’m going with words, I hear the words, work life balance. Now, I’m going to tell you right up front, I believe in it. I believe in family, and I believe in taking time for the things that matter to us. Stick with me here for a moment, I’m not being negative, so bear with me for a few minutes. I believe in family and enjoying things that are important to us. But I also believe in something else, responsibility. Because before we can talk about balancing work and life, we’ve got to make sure we’re handling and understanding the work part of it don’t we. And in our world, light industrial, warehousing, distribution, manufacturing, this isn’t a conversation about convenience. I think it’s a conversation about commitment. 

We hear the phrase, no not phrase, I mean the words work-life balance everywhere. But sometimes, I think it gets misunderstood. To me, balance doesn’t mean showing up when it’s convenient or leaving when things get tough or skipping out when something better comes along. To me that’s not balance. That could be construed as choosing life over responsibility, without planning for either. And here’s the old school thought. If we don’t protect our job, there’s nothing left to balance.  

Let’s talk about what we do. Warehousing isn’t like retail and restaurants. There’s no one standing by waiting to jump in if someone calls out. When someone doesn’t show up. Freight still has to move, orders still have to be picked, trucks still have to be loaded, and customers are still expecting their delivery. And what really happens? The team absorbs it. Someone else works harder, someone stays later, and we all pick up the slack. And that’s where things get real. Because our decisions don’t just affect us, they affect everyone around us. 

Here’s a quick example of what I’m talking about. We were putting together an out-of-state rollout. A big project with a tight timeline. We had about 25 people lined up, ready to go into a facility during a transition. Schedules were built. Travel was arranged. The plan was solid. I had been working with a supervisor for about three weeks getting everything ready, written out. So, three days before departure he came to me and said his brother was coming into town. He hadn’t seen him in a few years, and he decided to stay back and party that weekend. Now think about that. Not a family emergency. Not something unexpected. A decision. That one decision could have cost us the account, let down his entire team and cost them income and damaged our reputation. All that for two days. To me, that’s not work-life balance. Isn’t that walking away from responsibility? 

Let’s talk about something we see all the time. An associate calls in and says I just need one more day, I had a long weekend. A small thing right? But here’s what happens. The shift starts short handed, productivity drops, the team has to adjust, and overtime increases for others. And here’s the kicker, we’ve all seen it, how It becomes after every holiday, after every late night, and after every weekend. And before long? That one day becomes our reputation. 

Oh, and here’s a regular one. You’re scheduled for overtime. It’s been on the board for days. Maybe something like an inventory. Then something comes up, a cookout, a get-together, maybe just relaxing at home. And the decision is made, we call and state I’m not coming in. Now again, life happens. But this isn’t life happening. This is choosing convenience over commitment right? And what does that mean? Someone else stays late, they miss their plans and picks up our workload. Again, I don’t think that’s balance. Isn’t that passing responsibility to our teammate? 

Ok, I hope we all say it. Family comes first. And I agree. But there’s a right way and a wrong way to handle it. Let’s say there’s a school event, a game, or a family gathering. We know about it in advance, but we don’t request the time off. Instead, the day of the shift we call and state I can’t make it today, I’ve got something to do with my family. Of course, the event matters. But the lack of planning? That’s what creates the problem. Because again, now there’s no coverage, no adjustment time, and no preparation. Responsible balance plans ahead. Irresponsible balance reacts last minute. 

Alright, one more and for me this one hits us kind of hard. The lead or supervisor decides to step away during an important time, something like inventory or maybe new hire orientation. Maybe they leave early or they don’t show up at all. Maybe they’re just unavailable. And the mindset is the team will figure it out. But leadership isn’t about showing up when it’s easy. It’s about showing up when it matters most. When leadership is missing direction is lost, morale drops, and productivity suffers. And what about trust? Trust has to take a hit.  

So, what does real work-life balance look like? I think it looks like planning ahead, communicating early, honoring commitments, understanding our role, and respecting your team. It’s not about doing less work. It’s about doing your work right, so you can enjoy your life without consequences. 

I think instead of asking how do I balance work and life? Ask yourself, how do I manage my responsibilities so I can keep both? Because our job pays the bills, supports our family, and builds our future. And every decision we make either strengthens that or weakens it. So where did this mindset or concern come from, or how’d it come about. It didn’t just show up overnight. 

I think at some point, somewhere along the way, the idea of work-life balance shifted from something healthy to something that can sometimes be misunderstood. Work-life balance didn’t start as a bad concept. In fact, I believe it came from a very real place. Years ago, especially in corporate environments, you had long hours, salary roles with no real cutoff time, people missing family events, holidays, even important life moments. And the push became we need balance. Meaning, take your vacation, spend some time with your family, and don’t let work consume your entire life. And that’s a good message, a necessary message. 

Somewhere along the way, especially over the last 8 to 10 years, the meaning started to change. Instead of balance your responsibilities, it slowly became work should adjust to your life, whenever you want it to. And that’s where things started to get all blurry, for me at least. Because now we see thinking like, if I don’t feel like coming in, I shouldn’t have to. And my personal plans outweigh my work commitments. Or I’ll work when it fits my schedule. And in some industries, maybe there’s flexibility for that. But in operations? That mindset just doesn’t translate. 

But being fair, we also have to look at how different industries shaped this thinking. Think about remote work environments, flexible schedules, oh and Gig work and contract roles. In those spaces you can log in later, you can shift your hours, and you can make up time. But in a warehouse? You can’t log in later to load a truck that already left. And you can’t circle back to pick an order that missed its delivery window. Time is tied directly to the operation. And I think sometimes we try to apply flexible-work thinking, to a non-flexible work environment. 

And there’s probably a generational perspective at play to. I’m just talking and not pointing fingers. But I think different generations were raised with different messages about work. Many of us were taught to show up early, stay until the job is done, and that your word is your bond. And today, there’s more emphasis on mental health, personal time, and setting boundaries. Again, none of that is wrong. In fact, some of it is long overdue. But here’s my thought. Boundaries without accountability can become excuses. And accountability without boundaries can lead to burnout. I don’t think the answer is choosing one, It’s understanding both. 

And we can’t ignore this part either. Social media, workplace culture shifts, and even corporate messaging have reinforced ideas like don’t let your job control your life, take time for yourself, no matter what, and you don’t owe your employer anything. Now, some of that comes from real experiences, people feeling overworked or undervalued. But when taken too far? I think it creates a mindset of my responsibility is optional. And, in my opinion, that’s dangerous in our team driven environment. 

And this isn’t just on us employees. Employers played a role too. There have been times where companies overworked teams, understaffed there operations and didn’t properly recognize or reward effort. And when that happens? People pull back. They start thinking why should I give more if it’s not appreciated? So, part of this shift is a reaction. A correction. But like many corrections, sometimes it swings too far the other way. 

So, where does all that leave us, and how do we take the good from work-life balance without losing the responsibility that keeps everything moving? Because in our world the freight still has to move, the customer still expects their delivery, and the team still depends on each other. And no amount of mindset change will alter that reality. 

Maybe the answer isn’t “work-life balance” as a phrase. Maybe it’s Work-life responsibility. Where you plan your time off, you communicate your needs, you honor your commitments and you still make room for your life. Because both matter. But one supports the other. 

And this brings us full circle. Remember that supervisor I mentioned earlier? His decision wasn’t about balance. It was about priority. And priorities show up in our actions, not our words. I think if we really want balance we have to ask ourselves, am I balancing my life, or am I avoiding my responsibilities? Because there’s a difference. That sounded harsh.  But in our industry that difference shows up quickly. 

So to close I want to say, absolutely work life balance matters and it is important. But in our industry, our positions, responsibility is important too. So take care of your family, enjoy your life, and be present for the moments that matter. But do it the right way. Plan it, communicate it, and respect the job that makes it all possible. Because at the end of the day balance isn’t about choosing one over the other. It’s about handling both.  

Well, there’s my 2 cents on a difficult topic. I appreciate you stopping in again today and I’d love to hear your thoughts on it. Send us your thoughts to [email protected]. We love getting mail. Until next week, please stay focused on the job and stay safe in all you do.