Tingue’s intentional generational handoffs

SERIES: Passing the Baton

By Becca Anderson

If a family company makes it through three generations, there are clearly things it is doing right. Tingue is already in its fourth generation—and working hard to make things ready for the fifth!

Knowing when to step back

How did management transition come about in your company, and how did that shape the outcome?

David Tingue (CEO): My father retired at the end of 2006, and I took the reins from him. But the transition started years ahead of time. Dad gradually gave me more responsibility, which helped me learn the business. But it was also a test to see if I could handle the role. (I tease that Dad retired a couple of years before he went off the payroll because he had turned so much of his responsibility over to me.)

There was a bit of genius in this process, because if I didn’t handle it well, he could step back in. He was also prepping the company and our customers to know he expected me to be in charge upon his eventual retirement. Dad did a great job of not answering questions, forcing people to come to me.  He literally would not answer a question like, “What time is it?” Instead, he would say, “Ask David.” 

When I took over, it was not a surprise, and everyone was ready. Even me.

What was the hardest part of the transition—your father letting go of control, or you stepping into it?

Dad was very ready to retire. He was third generation. That meant that in some respects, it wasn’t his baby, like it is for so many company founders. He started immediately after his service in the Navy. He worked very hard and was very committed—up until the last couple of years. So, I don’t think “letting go” was an issue. 

At the same time, I was well-prepared. I had a graduate-level education and 14 years of increasingly larger roles in the company before I took the reins. I was ready. It was a smooth transition for us.

Being next carries pressure

What surprised you most during the transition process?

There were a few skeptics when I joined the company, but the vast majority of employees looked to me for leadership long before I earned it. 

To me, the biggest surprise was how “expected” it was by everyone around me. There was more pressure on me to not let people down, versus the pressure of earning it.

Always an eye on the future

How did you and your father balance maintaining the company’s legacy and culture while still allowing a new generation to make meaningful changes?

Dad had me assigned to meaningful jobs, not just experience-building ones. I had sales results to meet, and eventually P&L responsibility. Dad was also great about staying out of my way to allow me to make my own mistakes and have my own successes. 

My son, John, is now in a management position with the company. He wasn’t given it. He started as a sales rep in one of our most competitive territories—and he succeeded. He earned his promotion, and he has developed the respect of his fellow employees. I try to allow him room to grow on his own, too. He has been taking on additional responsibility, which I think is a hallmark of our company culture.

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

Start early. The more time you use wisely, the easier the transition will be.

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