By Contributor,Dan Ringo

Copyright forbes

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Owner Operators Must Invest in Professional Leadership

When I first entered the trades, I believed mastery of technical skills was the cornerstone of success; not leadership. I also assumed being the most technically capable was the fastest path into management. Why did I think this? Because in many cases, that is exactly how it goes.

Yet management training for skilled trades is often absent. And Solving The Skilled Workforce Shortage does little to address the leadership gap that holds back small trade businesses. Where other industries build pathways into management, trades frequently skip that step. Gild stresses the importance of career pathways, but in trades the best technician is often rewarded—or punished—by being made a supervisor. Few are prepared for that responsibility. When I completed my apprenticeship with the Operating Engineers and earned my First Class Stationary Engineer license, I was immediately managing others. The lessons I learned on the fly shaped my leadership and eventually prepared me to manage hundreds. But most small business owners do not have the luxury of time. They need systems and leadership support to grow and scale.

Breaking the Growth Bottleneck for Skilled Trades Owner-Operators

That truth became clearer as I moved from operating equipment to leading teams and ultimately organizations. The leadership traits that elevate corporate managers discipline, communication, and team development are rarely cultivated in small trade firms. Yet they are the difference between survival and sustainable growth.

Owner operators often juggle every role: estimator, recruiter, compliance officer, and customer service rep—while still turning wrenches or training techs. Growth stalls under this weight even as opportunities expand. The nscresearchcenter reported in May 2025 that enrollment at trade-focused institutions has risen nearly 20 percent since 2020, signaling a strong worker pipeline. But the question remains: where will the leadership capacity come from?

Leadership as the Game Changer

The demand is clear, but many firms cannot seize it because they lack the leadership depth to build systems for scheduling, retention, compliance, and client development. In 2023, abc estimated the U.S. construction industry needed 546,000 more workers to meet demand, a gap that has only grown.

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Leadership is the difference maker. Experienced business leaders bring knowledge of key performance indicators, budgets, and scheduling practices that reduce waste and boost profitability. They mentor employees, stabilize workforces, and help businesses compete for larger contracts. Most trade firms default to a basic structure of owner-operator and office manager, but multiple organizational structure types can be adapted to scale. Outsourced services may cover paperwork but cannot instill culture or drive vision. For that, skilled business leadership is essential.

How Professional Managers Will Drive Growth in Small Trade Companies

Scaling does not require an overnight transformation. Owner operators can start with targeted steps:

Identify bottlenecks. Pinpoint where time is lost—scheduling, paperwork, or client communication.

Bring in leadership support. Partner with experienced business leaders, part-time managers, or consultants who can add structure without straining budgets.

Start small, scale fast. Lessons on scaling start-ups show that modest investments in leadership capacity prepare businesses for growth.

Skilled trades professionals build the infrastructure of our communities. But what sustains a business is not just craftsmanship—it is leadership. My journey taught me that technical mastery lays the foundation, but leadership is the engine that drives growth.

The future success of small trade businesses will hinge not on how many calls an owner answers or how many techs they train, but on whether they invest in the leadership that can carry their businesses forward for decades.

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