In the distribution side of the building materials industry, warehouse managers hold a critical position. They’re not just responsible for keeping operations moving—they’re often the bridge between frontline teams, upper management, and customer expectations. And yet, when it comes to leadership development, many distributors miss the mark.
Here’s what companies often get wrong about developing warehouse leaders—and what they should be doing instead.
- They Focus on Operations Over Leadership
Most warehouse managers get promoted because they’re great at getting things done. They know how to move product, track inventory, and hit performance goals. But being a good leader isn’t the same as being a good operator.
What’s missing?
Soft skills. Communication. Conflict resolution. Delegation. Coaching. These are the qualities that build high-functioning teams—but many leadership programs skip them in favor of more technical content.
The fix:
Build leadership development programs that balance operational expertise with people-focused training. Managing people is often harder than managing product—and it deserves equal weight.
- They Treat It Like a One-Time Event
Leadership isn’t learned in a single workshop or training day. But many distributors treat it that way—sending managers to a two-day seminar and calling it “development.”
The problem?
Without ongoing reinforcement, most of what’s learned is forgotten or never applied.
The fix:
Think of leadership development as a continuous process. Pair formal training with real-world application, mentoring, peer groups, and regular check-ins. Progress should be tracked, coached, and supported over time.
- They Don’t Tie Development to Business Goals
Leadership programs often feel disconnected from day-to-day operations. Managers sit through sessions that feel more theoretical than practical, and they walk away unsure how it connects to what they actually do.
The result?
Minimal engagement and even less follow-through.
The fix:
Ground leadership development in real business objectives—like reducing turnover, improving shift productivity, or increasing team accountability. When managers see the why, they’re more likely to engage with the how.
- They Overlook Emotional Intelligence
Warehouse managers deal with high pressure, tight schedules, and teams made up of very different personalities. Yet many development programs leave emotional intelligence off the table—missing a huge opportunity to improve morale, reduce conflict, and build trust.
The fix:
Incorporate training on self-awareness, empathy, and managing stress. It’s not “soft”—it’s what makes a leader effective in high-stress environments.
- They Don’t Develop Future Leaders—Just Current Ones
Distributors often wait until someone’s already in a management role before investing in their leadership development. That’s a mistake. By then, they’re already managing people without the tools to do it well.
The fix:
Start developing leadership skills before promotion. Identify high-potential team leads, forklift operators, or yard supervisors and get them involved early. It sets them—and the business—up for long-term success.
Final Thoughts
Warehouse managers are the backbone of any distribution operation. But if you want them to lead—not just manage—you have to give them the right tools, the right support, and the right framework for growth.
Leadership development isn’t about checking a box. It’s about building the kind of people who can build strong teams, adapt under pressure, and help your business grow from the inside out.
If your leadership program isn’t driving those outcomes, it’s time to rethink what you’re really developing—and who you’re building it for.
