How Gurtler Industries Navigates Multi-Generational Leadership

SERIES: Passing the Baton

By Becca Anderson

Passing a company down through the generations is very different from selling it to an outside buyer. Not only are business issues paramount, but there are layers of family history and parent-child dynamics that come into play.

Gurtler Industries is in its third generation—often a danger point for family companies. But the Gurtlers seem to have the process down to a science.

A Gradual Shift, Not a Sudden Hand-Off

Can you describe the moment when leadership began to shift in your organization? Was it planned, gradual, or unexpected–and how did that shape the outcome?

Greg Gurtler (President): When I came to work with my father, our company was a very small regional company with just a handful of employees. As we expanded, the leadership role shifted very slowly as I assumed more responsibilities. I added associates to take on duties I had pioneered, allowing us to continue our growth.

My leadership role was not planned—it developed gradually. A key for our company was that I did not automatically step into the leadership role, which allowed me to focus on marketing our services nationally without the weight of running the entire business. That was critical in shaping Gurtler’s eventual market growth.

The Challenge of Letting Go

For the outgoing and incoming leaders, what was the hardest part of the transition—letting go of control, or stepping into it?

I believe both letting go and stepping into the leadership role present hard challenges. From my perspective, as someone working through transition, letting go is the hardest.

It’s difficult not to offer your two cents or continue leading when you feel you know the answer to a problem the new leader is trying to solve. It’s also hard to let new leaders learn from their mistakes—but ironically, by stepping back and seeing the outcome, I’ve often found my answer wasn’t always the best one.

It can also be challenging, as a seasoned leader, to no longer be aware of everything that is happening after being so intimately involved for so many years.

What surprised you most during the transition process? Was there something you didn’t anticipate going in?

That some of the new ideas implemented have shown that the way we’ve always done certain things hasn’t always produced the best results.

Balancing Legacy with New Ideas

How did you balance maintaining the company’s legacy and culture while still allowing the next generation to make meaningful change?

At Gurtler we have been blessed by having all three generations working together for the last 15 years. This has allowed the third generation to become fully integrated into the culture—seeing the company from every perspective, both inside and outside—while also growing up immersed in the business through years of conversations around the dinner table.

Most companies aren’t fortunate to have this level of continuity.

As a family business founded on Christian principles, it is very important that the new leader maintains a strong commitment to our associates and our industry. That shared dedication and commitment to the company’s legacy allows the older generations to remain open to new ideas brought forward by the next generation.

Looking back, what is one piece of advice you would give to another company preparing for a leadership transition?

Have a strong, proven management team in place before the baton is passed.