The Talent Conversation Heavy Equipment Leaders Can’t Afford to Avoid
The heavy equipment industry knows how to solve mechanical problems. We know how to move dirt, build roads, manage fleets, and navigate supply chains.
What we don’t always talk about – at least not with the same rigor – is the people side of the business.
That’s why I launched the 6 Degrees or Less Newsletter on LinkedIn.
Not to add more noise.
Not to recycle generic HR advice.
But to address the leadership and talent realities facing business leaders, job seekers, and workers.
Why This Matters to Dealers
Every business leader and founder I speak with is navigating some version of the same challenges:
- Skilled technician shortages
- Aging workforce and succession risk
- Front-line leadership capability gaps
- Cultural strain during growth or acquisition
- Pressure on margins while labor costs rise
These are not “HR issues.”
They are operational risks.
Your service absorption, customer retention, safety record, and ultimately enterprise value is directly tied to how well you build, develop, and retain your people.
And yet, many organizations still rely on:
- Reactive hiring
- Informal leadership development
- Compensation structures that no longer align with performance
- Tribal knowledge instead of repeatable systems
That approach worked in a different labor market. It does not work now.
What the Newsletter Covers
The newsletter is built for operators and executives who want practical insight—not theory.
You’ll see topics such as:
1) How Hiring Actually Happens
Why most critical roles are filled before they’re “open,” and what leaders should be doing proactively to build talent pipelines in competitive markets.
2) Why High Performers Get Stuck
Strong technicians and managers often plateau – not because they lack ability, but because they lack structure, coaching, and clear development paths.
3) Leadership in a Multi-Generational Workforce
Managing Boomers, Gen X, Millennials, and Gen Z in the same shop floor environment requires intentional strategy – not frustration.
4) Private Equity & Growth Readiness
For dealers navigating capital events, acquisitions, or rapid expansion, talent strategy is often the hidden lever that determines success or failure.
5) Culture as a Performance Driver
In equipment distribution, culture shows up in safety, accountability, productivity, and customer loyalty. It’s measurable – and manageable – when treated correctly.
Who It’s For
This is written for:
- Job seekers and high-potential employees
- Presidents and general managers
- Service and operations leaders
- HR and talent leaders
It’s not motivational content.
It’s operationally grounded leadership insight.
Why Now?
The heavy equipment sector is at an inflection point:
- Technology is reshaping diagnostics and service models
- Consolidation is accelerating
- Labor supply is constrained
- Younger workers evaluate employers differently than prior generations
Organizations that treat talent as a strategic asset will outperform those that treat it as overhead.
The gap between those two mindsets is widening.
If you lead in this industry and care about building teams that perform – not just survive – I invite you to subscribe and join the conversation.
Because the equipment may move the earth.
But it’s the people who move the business.
Onward.