The Best Leadership Lessons I Ever Learned Came at a Gas Station
My dad passed away 13 years ago this month.
I know, May is supposed to be for mothers. And rightly so. But lately, I’ve found myself thinking a lot about Dad.
Maybe it’s because, after spending decades in executive leadership, boardrooms, coaching CEOs, and helping leaders navigate uncertainty, I’ve come to realize something important:
Some of the best leadership lessons I ever learned did not come from the C-suite. They came from a Chevron gas station.
My dad was not a polished executive. He didn’t have an MBA. Truthfully, he only had an eighth-grade education.
He grew up hard. He was the oldest of seven children, including his identical twin brother, Tom. At age 17, he lied about his age and joined the Army near the end of World War II. He rarely spoke about those years, except to say that life on the farm had taught him how to work.
And work he did
After the war, Dad went to work for Pan American World Airways in Miami, where he eventually became the manager of a parts warehouse. Back then, Pan Am was iconic. Global. Prestigious.
But at heart, I think Dad always wanted to build something of his own. Then came his opportunity.
The Entrepreneur
In 1970, Dad was awarded a franchise for a newly built Chevron station in a growing subdivision near our home. He was ecstatic.
Back then, gas was 21 cents a gallon. Stations were full service. Someone pumped your gas, cleaned your windshield, checked your oil, and thanked you for coming in.
But the real money wasn’t in the gas. It was in service. Sound familiar?
As leaders, many of us spend too much time thinking about the product, the deliverable, or the technical work. Yet the true value—the thing clients, customers, and employees remember—is often the experience.
Dad understood this instinctively.
On weekends and holidays, my younger brother and I would ride our bikes to the station and help out. We swept floors, emptied trash, cleaned bathrooms, and learned how to properly squeegee a windshield. And Dad noticed everything.
He was meticulous
The station had to be clean. The bathrooms had to be spotless. Customers had to feel welcomed. Details mattered.
At the time, I thought he was just being picky. Looking back, I realize he was teaching me leadership. Not through speeches. Through standards.
Something I've Learned
Here’s something I’ve learned after years of working with CEOs and managing partners:
Culture is rarely created through mission statements. It is created through what leaders tolerate.
The details matter. The little things matter. How you respond to an email matters. Whether you follow through matters. How people are treated when nobody important is watching matters.
Especially the bathrooms. (Yes, I’m serious.)
The C-Suite
Years later, during college, I had a summer job cleaning the executive offices of Eastern Airlines—including the executive bathrooms. At the time, the company was led by astronaut and CEO Frank Borman.
My first exposure to the “C-suite” involved a mop bucket. There’s probably a leadership metaphor in there somewhere.
If leadership teaches us anything, it is this:
You are never too important to get your hands dirty.
The best leaders never believe certain work is “beneath” them.
More To The Story
But there was another side to Dad’s story.
Despite growing success with the Chevron station, the grind began wearing on him. He still worked full-time at Pan Am, often on the midnight shift, while trying to run the station during the day.
He had four kids to support—with a fifth on the way. So he made what must have been an incredibly difficult decision. He sold the business.
Shortly afterward, Pan Am downsized its Miami operation. Dad was furloughed. The callback never came.
I still remember the disappointment. It knocked the wind out of his sails. And yet, somehow, he kept going. He found work elsewhere. He adapted. He provided for the family.
No complaining. No excuses. Just resilience.
Several Lessons
As I think about my dad today, there are several lessons that have stayed with me throughout my life and career. Maybe they will resonate with you too.
Pay attention to the details. The little things are often the big things.
Do the job right the first time. Sweeping floors—or leading people—requires discipline.
Keep your business dealings clean. Integrity still matters. Perhaps now more than ever.
Family comes first. Success without the people who matter most eventually feels hollow.
Treat people with respect. Especially employees and customers. People remember how you make them feel.
Relationships still matter. Even in today’s so-called agentic and AI-powered age, trust remains profoundly human.
Get out there and squeegee the windows. Spend time with your people. Be visible. Stay connected to customers.
Never think you’re too important to clean the bathroom. Humility may be the most underrated leadership skill of all.
And when all else fails? Use common sense. Dad believed common sense was more valuable than “book sense.” After decades in leadership, I’m not sure he was wrong.
Some Final Thoughts
So let me leave you with a question:
As your responsibilities grow, are you getting farther away from the very things that made you successful in the first place? The things that matter most?
Your people. Your customers. The details. The standards. The relationships.
Maybe the best thing a leader can do this week is pick up the metaphorical squeegee and get back out front.
You might be surprised by what you learn.
And Dad - I know he would approve even though he wouldn't tell you so.
What about you? Are there some lessons you learned from a parent or mentor that shaped your leadership?
Drop a "Heck Ya" in the comments, and share one or two of your lessons learned if you'd like.
