What You Say—And How You Listen—Makes All the Difference
This is the third article in my 10-part series on the essential skills every front-line leader in distribution and manufacturing needs to succeed. If you missed Part 2 on Team Management and Motivation (Including Delegation), go back and give it a read.
When I got out of the Marine Corps, I assumed everyone appreciated no-nonsense, straight-to-the-point communication. That worked fine on the warehouse floor. But when I moved up the ranks and started dealing directly with sales execs, that same approach backfired. One EVP I worked with at Coca-Cola once told me, “Will, when you want to say **** you to someone, you just say **** you. You have to learn how to say **** you without actually saying it.”
It was blunt, but it stuck. I needed to evolve. I had to learn how to deliver the truth without blowing up the conversation. Over time, I found the balance. I could still say what needed to be said. They didn’t like it, but they couldn’t argue with the facts. That lesson changed the way I led across every level of the organization.
Listening is a Leadership Superpower
One of the most underrated tools in a leader’s toolbox is listening. And I mean real listening—not just nodding while you wait to speak. Sometimes, people don’t need you to fix anything. They just need space to vent, to feel like their frustration has been heard. That alone can build trust.
A warehouse can be a pressure cooker. Deadlines, quotas, missing inventory, equipment failures. Now add in life outside of work, and it’s easy to see how people get overwhelmed. If your team knows they can talk to you without getting judged or penalized, you’ve already won half the battle. Give them that outlet. Let them talk. Just listen.
Feedback Loops and Finding the Next Leaders
I’ve always made a point to run formal and informal one-on-ones with my team, whether they were direct reports or second-level indirects. These weren’t just status updates. They were opportunities. I wanted to hear their concerns, understand what was working, and figure out where we could improve.
But I was also scouting for the next generation of leaders. Who had ambition? Who wanted more responsibility? When someone raised their hand, I’d give them a small project. Something manageable but meaningful. I wanted to see if they followed through. It’s easy to say you want to be promoted. It’s another thing to put in the work.
Some of the best process improvements came from those meetings. People who worked the process every day often had better ideas than the ones building it in the office. But I never would’ve heard those ideas if I hadn’t made the time to listen.
Walk the Floor and Talk to People
Don’t manage from behind a screen. Get out there. Walk the floor. Ask people what’s slowing them down. See if the process you mapped out on paper makes any sense in practice. Half the time, it doesn’t.
Some of the best conversations I’ve had with team members weren’t in conference rooms. They were next to a stretch wrapper, over by the dock door, or while someone was grabbing inventory from the racking. Casual check-ins matter. It tells your team you’re in it with them, not above them.
Ask questions like:
- Does this process make sense to you?
- Are we helping or getting in the way?
- What would make your day go smoother?
It doesn’t take a formal survey or a quarterly review. Just a conversation. Then act on what you hear.
Say What Needs to Be Said, So It Gets Heard
Communication is more than just talking. It’s knowing when to shut up. It’s knowing how to deliver a hard message without killing morale. It’s translating executive goals into something the team understands and can act on.
Over the years, I learned to flex my style. Blunt when needed. Tactful when required. Always honest. Always focused on the mission.
The best leaders don’t just talk. They listen. They translate. They show up. And they speak in a way that moves people forward.
That’s what real communication looks like on the front lines.
Stay tuned for Part 4: Problem-Solving and Decision-Making. Because once you’ve built trust through communication, the next step is making smart, fast decisions that your team can rally behind.
With over 25 years of leadership in supply chain, logistics and global distribution strategy, Will Quinn is a recognized authority in warehousing and distribution operations. A U.S. Marine Corps veteran, he spent 12 years mastering discipline, adaptability and leadership — qualities that have fueled his success in managing high-impact distribution networks for companies like Grainger, Coca-Cola, MSC Industrial Supply, WEG Electric and Cintas. As a former global distribution strategist at Infor, he spent four years helping businesses bridge the gap between cutting-edge technology and real-world distribution challenges. Will holds a Master of Science in Supply Chain Management from Elmhurst University.