In a remarkable journey of personal and professional evolution, Garry Ridge, the former CEO of WD-40 Company, discovered that his greatest obstacle to the company's growth was not market competition, but his own leadership style. After two years at the helm, Ridge made a pivotal decision in 1999 to enroll in a master's programme in executive leadership at the University of San Diego, driven by the belief that he needed to change himself to help the company flourish.
The Awakening: From 'Be Brief, Be Bright, Be Gone' to a New Mindset
At the start of his tenure, Ridge embodied what he describes as a "be brief, be bright, be gone" leader. His philosophy was rooted in command and control, where strong leadership meant being firm and directive. He believed in issuing orders and expecting results. However, this perspective underwent a seismic shift during his time in business school, guided by the influential professor and author, Ken Blanchard.
Ridge's coursework and reflections led him to a profound realisation: his role was not to control his team but to support and empower them. He understood that he could not grow WD-40 single-handedly. This epiphany marked the beginning of a fundamental transformation in how he approached his responsibilities as CEO.
Building a Culture of Belonging, Trust, and Shared Purpose
Moving away from relying solely on authority, Ridge began to consciously foster a corporate culture built on three pillars: belonging, trust, and a shared purpose. He shared these insights during a conversation on Simon Sinek's popular podcast, "A Bit of Optimism," detailing how his leadership thinking evolved over his long career.
"My job was not to command and control," Ridge stated, emphasising the critical nature of this change. He made it his mission to create a safe environment where employees felt confident enough to make decisions, take calculated risks, and be brave. This psychological safety, he argued, was the bedrock of innovation and accountability.
The Tangible Results and a Warning for Today's Leaders
This philosophical shift was not merely theoretical; it yielded extraordinary results. Under Ridge's servant leadership model, WD-40 expanded its global footprint to an impressive 176 countries. Now working as a leadership coach in California, Ridge observes that many current CEOs are trapped in the same toxic habits he once possessed.
He cautions against emulating leaders characterised by big egos, minimal empathy, and a compulsion to micromanage, labelling this a fundamentally flawed model for sustainable success. To practice what he preaches, Ridge implemented small but symbolic actions: he consistently praised his team, refused special privileges like a private parking space, and opted for an office that was not disproportionately larger than those of his staff.
His core leadership equation is elegantly simple: "The will of the people times the strategy equals the outcome." Ridge firmly believes that when leaders genuinely focus on people, purpose, values, and continuous learning, employees become profoundly more motivated to deliver exceptional results. His story serves as a powerful case study for leaders aiming to build resilient and thriving organisations in the modern era.
