Garry Ridge's Intro

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Today on the Servant Leadership Podcast, we welcome Gary Ridge, the legendary former CEO of WD40. For over 25 years,

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Gary didn't just grow revenue. He built one of the most admired workplace cultures in the world. At WD40, 98% of

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employees said they loved coming to work. They felt trusted. They were empowered. Their work had purpose. In

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this episode, Gary shares how they built a tribe where people felt safe and inspired to do their best work and how

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servant leadership became the foundation for building a global brand. If you're a founder, executive, or team leader, this

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episode will inspire how you lead and what kind of culture you're creating. Gary, thank you so much for joining us

Welcome Garry Ridge

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on the Servant Leadership Podcast. Hey, good day, Chris. It's just my pleasure to be with you. Thanks for inviting me along.

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Oh, this is so exciting. So, what people probably think of you uh when when they

Garry's Journey To Leading The WD-40 Company

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think of you, they probably think of WD40 because you helped run a global brand for so many years. What was the

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adventure like getting into running and leading the WD40 company? Oh, it was so exciting and what a great

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opportunity. You know, I was with the company Chris for 35 years. I started in Australia in 1987

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uh opening the Australian subsidiary with a fax machine under my bed. So I pulled it up from the bootstraps

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um and um and then back in 1994 I was invited to move to the United States to

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head up our global expansion program. And when you think about it, what a great opportunity to take the blue and

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yellow can with the little red top to the world. you know, there were plenty of squeaks around the world that we

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could take care of. And and then in 1987, I was privileged to be given the

Creating The Culture At WD-40

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opportunity to lead the company as CEO. And for the next 25 years, uh we um we

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we took a great brand, a great product around the world. But what was really exciting for me was, you know, the

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ability to create a culture where people went to work every day. They made a

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contribution to something bigger than themselves. They learned something new. They were protected and set free by a

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compelling set of values. And they went home happy. And I love that because happy people build happy families. Happy

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families build happy communities. Happy communities build a happy world. And my

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golly, a little happier world would be a better place. A lot of companies out there have a

The Secret Sauce

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great product, but not many become a global brand that it's just a household name, WD40, right? everyone knows

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exactly can picture the can right and I know you did a lot more than that but in that process I you brought up an

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interesting point just in what you said of the culture was the key and one of the things just in reading about the

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story and the success of the growth is really it comes down to employees loved

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going down going to work you know I read something that over 90% of employees loved going to work and that's what one

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of the surveys came and said that's very rare for a publicly traded company what's the secret source.

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Actually, 98% of people said they love to tell people they worked at the company u globally. You know, the secret

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source is probably a lot of common sense, but the elements that need to be in place are these. You know, people

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want to know and feel like they belong. They want to know what they do matters

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and they're recognized for that. They want to have a organization with high

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psychological safety. So you you reduce fear and really fuel learning

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uh which is so important. And they want to have a set of values that protect them and set them free so they can make

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choices. Um and finally they they want to have a purpose you know something bigger than

The Purpose Of WD-40 Company

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themselves. And interestingly enough, you know, when I talked about the purpose of WD40, people said, "Well, you

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you you're a lubricant. You stop squeaks." And so, no, no, no, no, no, no. We're in the memories business. You

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know, our our purpose was we existed to create positive, lasting memories,

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solving problems in factories, homes, and workshops around the world. We solved problems and we created

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opportunities not only for the people who bought our product but for the people who were part of our tribe and

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worked in our organization for the communities that we had the privilege to operate in and for the environment that

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gave us the permission to to be there. So memories were really important to us.

Servant Leadership Perspective - A Great Coach

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It is amazing how you how you did that. you know, talking about a brand where a

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lot of people think it's a product and you shifting the whole mindset to be focused on memories and people bought

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into it. I mean, even when you talk, it's almost like you get goosebumps thinking about just how culture and

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purpose and and people really are the drivers. It's not just having a good product, even though you need a great

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product. uh when you were thinking about this, we talk a lot about servant leadership on this podcast and I know

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you're one of the leading experts on thinking about servant leadership really uh talk about how you saw servant

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leadership play out in WD40 company. Well, you know, servant leadership is

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really based in the fact that we are in our privileged leadership position to

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help those we have the privilege to lead step into the better version of themselves. And that's why we called our

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people in the organization coaches, not managers. You know, you manage your bank account, you manage inventory. Our job

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in an organization is to be a coach. And and you know when when you're a coach,

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you're there for one reason. You're there to help that those people you play their best game. A great coach is

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committed to helping people get an A. And you know, I wrote a book with Ken

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Blanchard called Helping People Win at Work and the the tagline is don't mark my paper, help you help me get an A. So

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a great coach is committed to helping a player get an A. A great coach is brave

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in that they don't protect their own comfort zone at the expense of other people's development. And really, that's

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a lot to do with servant leadership because it's not about protecting your own comfort zone. It's about what are

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you doing to help others. A great coach knows the game and what it takes to win. A great coach does not run onto the

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field and take the ball from the player. That's not servant leadership. That's micromanagement.

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They spend a lot of time on the sideline watching the play. They never go to the podium and take the prize. You know,

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it's the toxic leader who's always taking the glory. The servant leader is

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applauding the person who actually is winning. And a great coach and servant

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leader spends a lot of time in the stinky locker room as I call it which

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really means they're spending time alongside the people they're leading understanding them walking with them

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feeling with them really really you know being part of the journey that they're

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going through. Yeah. When when I read helping people win at work, that's when I really

Helping People Win At Work - First Steps

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started to understand the difference between looking at um the work somebody was doing and thinking here's how well

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they're performing and really how it became my job to help somebody succeed in the role, right? And that was kind of

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a game-changing shift as you brought in so many excellent staff and team members

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and leaders from other companies and people who are successful. That's a hard shift to help instill in the minds of

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new team members because that that's not exactly the get it done, we're here to win the we're cutting the bottom 10%

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like that's not the culture that people are used to. What do you think are the first steps people need to take as

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they're leading organizations in helping their team get on board with this servant leadership mindset?

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Well, the first thing is what are your values in the organization? And anybody who was coming into our company, you

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know, if they went to our uh website and to our careers page, the first thing that would come up is these are our

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values and you know, if you don't align with these or not or you don't feel comfortable with these, we're probably

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not the place that you want to be at. Um, so again, and I learned that from Ken Blanchard. You know, I was fortunate

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enough to have Ken as my professor when I did my master's degree in leadership. And then I was on the board of the

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Blanchard company for 10 years. So I sat alongside Ken Blanchard for 10 years.

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He's 85 years old now. He's a very very dear friend of mine. But and he's the guru of servant leadership. And you know

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if if you think about what are the attributes that are truly about a

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servant leader? Well, a servant leader loves and involves their people. They're

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always in servant leadership mode. They are expected to be competent. They're

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connected with emotional intelligence. That's spending that time in the stinky locker room. They love learning moments.

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And you know, we replaced failure with learning moments. So we said we don't make mistakes. We have learning moments.

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And the definition of a learning moment, Chris, is a positive or negative outcome of any situation that needs to be openly

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and freely shared to benefit all people. Servant leaders have a heart of gold, but they also have a backbone of steel.

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You know, the the trick is having a balance between being tough- minded and tender-hearted, and the genius is in the

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middle in the end. Great servant leaders are always champions of hope. They know micromanagement is not scalable. They

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are dependable. They do what they say they're going to do. They build trust and they treasure the gift of feedback

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because that's so important in that servant leadership relationship.

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Wow. I need to like take that minute and use that as just the explanation of why

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this podcast exists. That's so spot on. That's just unbelievable. So you you

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spent multiple decades at uh at the WD40 company and you helped grow that

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significantly and obviously the work speaks for itself. The team uh you had around you, you guys just did amazing

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work. You you learned a few things and you've started writing books over the

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last over 10 years now in helping other companies get to what you guys kind of

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figured out along the way. talk about what the journey was like leaving the company as well as what you started

The Journey After Leaving WD-40

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moving into after. Well, you know, another dear friend of mine is Marshall Goldmith. And Marshall

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Goldsmith is known as the number one executive coach in the world. He was coached to Alan Mali and you name it.

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And um I've known Marshall for 16 or more years, maybe 20 years now. Uh when

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I t taught at the University of San Diego, uh I was teaching a class on

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culture and I used his book, What Got You Here Won't Get You There as the text in my um in my in my class. Anyhow, I

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was with Marshall um about two and a half to three years before I refired. I

Don't Float Into A Void

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didn't retire, I reired. And Marshall said to me, "You do not float into a

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void." Um, and the last chapter of my book is titled Don't Float into a Void.

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And he said, "You need to go pay it forward." Now, you need to have a clear purpose for two reasons. One is if you

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don't have a clear purpose day one after you finish doing what you're doing, after being in the role you've been in

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for so long, he said, "It will absolutely destroy you." And he was right. And I I do what I do now, Chris,

Business Must Be A Force For Good

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for one reason is I truly believe that business must be a force for good in the

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world. We can be because we touch so many people every day and there's such a

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target-rich opportunity to increase culture and engagement in organizations

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because it's currently awful and it's been awful for a long time. So, I wrote

Garry's New Purpose Statement

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my new purpose statement. And my new purpose statement is I help leaders build cultures of belonging where love,

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forgiveness, and learning inspire a happy, more connected world. And that's why I do this and everything that I do

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and all the stuff that I've written in the my new book, which is any dumbass can do it. If with through my learning

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and my scar tissue, I can convince or or or suggest to leaders that there's a

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better way to have a place where people want to escape to your workplace and instead of escape from it and you're

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going to send them home happy. We're going to build more happy families and we're going to build a happier world.

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And uh I think that's really important and we proved you could do it. So I'm not a I'm not a academic. I'm a

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practitioner. So we have proof that you can build a truly amazing culture and be

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financially very very successful and they work in step. And the reason we

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were very financially successful is because sure we had a great product and a reasonably good strategy but we had a

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highly engaged workforce who went to work every day because they loved what they did and they were making a

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difference in the world. So you've gotten into some consulting

Major Learnings Since Leaving WD-40

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with some very large companies as well as writing these books over the last decade plus. Uh what are the things that

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you feel like you're learning along the way now that you're in this stage after the WD40 company?

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I wasn't it it was I was amazed as I you know I coach CEOs and seale executives. I have

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eight or nine CEOs that I'm coaching at the moment. The first question I ask them is are you committed to the fact

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that you you're going to be a people centric organization? And if they're not, then I don't want to have a new,

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you know, it's I I don't do rehabilitation coaching. One of the things that I've I've found is really

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interesting is most leaders don't get up every day with a goal of creating a bad

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culture. They just don't understand how their leadership behavior and the behaviors of

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other leaders in the organization is impacting the culture. So my big learning is, you know, there's a big

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opportunity for awareness. What is my leadership doing in this organization?

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How is it impacting the people in the organization? So the first process I go through is an awareness stage. And then

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once we've gone through that then the intention is how are we going to change these behaviors to create a place where

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people feel and know they belong. See what they do really matters. You know it's a place with high um psychological

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safety because fear is reduced make choices because of values and where

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they're coached and not managed. Are there common behaviors that you see among the leaders you're working with

Common Mis-Steps Of Leaders

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where it's just uh almost repeat after repeat. Hey, here are some of the missteps.

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Well, I'll tell you. I I created this person. I talk about them uh in the in the book. This is Alec or

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it could be Alice, the soul sucking CEO of Fear Incorporated. And I created this

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doll to be able to talk about these behaviors. But, you know, some of them are they have a big ego. Their ego eats

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their empathy instead of their empathy eating their ego. They tend to want to be a micromanager. In some cases, they

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think they're corporate royalty. They don't want to or don't believe they have to get their shoes dirty and get into

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the stinky locker room. Sometimes they think that a fear-based culture is better. They have this desire to control

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instead of letting loose. Um, sometimes they're in a lot of cases they're not

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prepared to be vulnerable. And when I was in my role, I used to introduce myself like this. Good day. I'm Gary

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Ridge. I'm the consciously incompetent, probably wrong, and roughly right

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chairman and CEO of WD40 company, and I need all the help I can get. And that

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was a way of showing people I didn't have all the answers, but I tell you what, we could create an environment where collectively we could come up with

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much better answers than individually. Uh sometimes they always want to be right. they're not really very very

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comfortable around taking feedback and um and in a lot of cases they don't keep

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their commitments. This generally you know the bad habits of Alec the soul or

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Alice the soul sucking CEO of fear incorporated. So, a lot of people listening to this

Recommendations To People In A Bad Culture

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might not be leading a massive organization, but we know everyone has influence wherever they're at, right?

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And so, they might be in a job where they're feeling like they're being led by that type of leader from Soul Sucking

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Incorporated, right? What do you recommend to people who are just in a situation where they feel stuck or like

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there's no progress going to be made in their current role? Well, they could be the leader that they

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want to be. So just because the the top echelon hasn't really come to the

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realization yet that a great culture is going to be really beneficial, what can they do in the cell that they operate

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in? And I've seen this happen um in companies particularly with some of the

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folks that I was teaching at USD that were you know in an organization but uh

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responsible for a department or a division. They started to exercise servant leadership principles within

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their department. Suddenly people were saying, "What the hell's going on in Chris's department? Why are they why are

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they smiling more than frowning? What oh look at their results? How why why are they having more fun than us?" So, you

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know, you can do everybody can do something about it. Now, if the organization is extremely toxic, unless

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you're getting paid a lot a lot a lot of money to be unhappy, you deserve to be

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happy. Go find a place where you can be happy. Yeah. It's so interesting. I've heard

Stewards Of People's Future

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you say uh talk about the importance of being stewards of people's future. Um,

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and when you say that, what does that mean to you based on what some the

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average person might be uh positioned that they might be in today listening to this?

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Well, you know, we have the opportunity to help people step into the best

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version of their personal self. So, you know what a great honor that is to be

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able, you know, to be able to you help people live a better life. Um, gosh, is

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there a better gift that you could be given than the opportunity to do that? Because life's a gift and we don't want

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to send it back unwrapped. So, help people unwrap their life in a positive way. The world's full of enough of the

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the negative. We we need to help people develop in a positive way.

What Didn't Go Well While At WD-40

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If people look at the WD40 company when you were there, they obviously just will

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see the financial growth and the market share growth and all of that. if they look at you, they'll see a lot of

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personal success, but there were a lot of missteps along the way and things that didn't go well. And I' I'd love to

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hear what was something that you felt like just didn't go well and how did you deal with that knowing the culture you

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had created or that was created around you too? Well, you know, things didn't go well,

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but things were gifted to us that weren't well either. for example, you

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know, we had to lead through COVID. Uh we had to lead through the the the the

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economic crisis of 2008. We had to lead through areas of supply chain

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disruption. You know, there were lots of we had to lead through wars and fights.

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Um so there's a lot of stuff that went on around us. Now, our benefit was that

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we had a very strong culture. you know, when we went into COVID, you know, we had employee engagement at 93%.

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Um, and you know, we said on day one when we realized what was going on,

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which was a period of extreme uncertainty because we didn't know what the future

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was to hold that our job was to create some sort of certainty within our organization. So, we had three things we

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focused on. We said number one priority is going to be the safety and the well-being of our people. Number two

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priority is going to be serving our customers as best we can in the environment that we have on a daily

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basis. Number three is we're going to protect the underbody of our company. In

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other words, the infrastructure so that we can thrive when this is over. Because I think even though there was

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uncertainty, we all felt that we as a society, as humans, we were going to be

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smart enough to get through this some way or another. So, you know, there were times when things weren't going well,

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but the thing that really benefited us was this group of people that came together to protect and feed each other,

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which was our culture, and that was really our strength. Wow. So talk a little bit about your

Most Recent Book - "Any Dumb-ass Can Do it"

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newest book because it's become a bestseller already. I I'd love to hear what was the impetus for writing this

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book and tell our audience about it. Yeah, the my new book is called Any Dumbass Can Do It. You're right. It's a

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was number 10 bestseller on USA Today first week out. Um, I I wrote it with my

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writer Martha Finney who was an excellent writing partner and often say she took my my threads of thoughts and

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wo it into a tapestry of beautiful production. But um, I wrote it because I

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have 25 years of leadership learning and I I said I've just finished my

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apprenticeship in leadership. It took me 25 years to do it. Now, I needed to put it to work. And how could I put a body

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of work together that I could say to pe people and leaders, if you want to learn

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from my scar tissue and you want to see what we did and the the core elements of

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what we did to build this culture, here it is. Um, and I did it for the reasons

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that I said earlier is I think we have a responsibility to build a better world.

23:07
Um, to quite honest, I didn't need to write the book. Um, but I I did need to

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write the book. There's a lot of younger leaders who are looking to you, looking at your story

Advice To Young Leaders

23:19
and thinking, I would love to replicate that. I would love to follow in Gary's footsteps. I would love to just do what

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he did because clearly that led to amazing outcomes. What's some of the advice you give outside of what we've

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talked about to younger leaders who are just getting started, more so focusing on themselves first?

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um to be a continual learner, always curious. Uh be open to feedback. Uh be

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open to the fact that you're probably wrong and roughly right in most things you do and make peace with that. U

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understand the the the value of other people. Um uh you know, treat people

24:04
with respect and dignity. Have a heart of gold and a backbone of steel if you need to be. But I think those things and

24:11
you know life's this journey and uh um you know we we I think the younger

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leaders coming out now um I feel that a lot of them are disillusioned because

24:23
they've listened to the older generation who hated doing what they're doing. Now they're going to make a difference now.

24:30
They can make a difference. So again, you know, I think it's it's really about that continual learning. Curiosity is so

24:37
important. You mentioned earlier sitting under Ken Blanchard and you mentioned how over

Partnering With Ken Blanchard

24:44
time you became friends and even co-wrote books together, right? And and Ken is somebody that I've looked up to

24:50
obviously for a long time doing anything around servant leadership, you bump into Ken. Talk about what it was like

24:56
partnering with him just on different initiatives and what walking through life uh was like.

25:02
Ken is one of the most giving people you'd ever meet in your life. Um he he

25:08
has a theory that that God didn't make any rubbish. Um and he has a has a a heart that is

25:17
bigger than every and he's such about looking for the good in people. Um, and

25:24
you know, having someone like that who and he's just brilliant, you know, he's his his style, you know, his his work

25:31
with situational leadership, um, some of the programs that they put together, but he really gets it that,

25:38
you know, we, you know, we're there to not one of us is as good as all of us.

25:45
So, you know, having that and and having that encouragement from him. Um, he was

Value OF A Hierarchical Set Of Values

25:51
the one who who really uh showed me the value of having a hierarchial set of

25:58
values in an organization which is so powerful. You know, our values are hierarchal. In other words, the number

26:04
one value has more weight than number six. Uh and that was a that's a

26:10
brilliant concept because it really does make sure that people make decisions based on what the organization feels is

26:17
the most important. You know, our number one value was we value doing the right thing. Our number two value was we value

26:24
creating positive lasting memories in all of our relationships. Our number six value was we value sustaining the WD40

26:31
economy which was about profitability. Now, you might argue that as a public company, our number one responsibility

26:38
was profitability. Wall Street would probably tell you that. Well, sure it is. But profitability doesn't come out

26:45
of smoke. It comes out of effort and execution. And what I what we wanted to

26:51
do with our values and it worked is I said I want anybody in this organization

26:57
anywhere they are in the world at any time of the day to be able to make a

27:02
decision without quacking up the hierarchy empowering people. Now I can

27:08
tell you a nearly true story on how that worked and I'll I because I I change a

27:15
little bit to protect the innocent here but you know Chris is working at WD40 company. He works in the supply chain.

27:21
He is responsible for making decisions about procuring you know different ingredients that go into our products.

27:28
Someone walks into Chris one day and says Chris I'm going to make you a hero today. Chris says tell me more. He said,

27:33
"Well, I'm from Acme Chemical Company and uh I have an ingredient that uh I've

27:39
we make and you use it and uh I've done some sums and if you replace the current

27:46
ingredient you're using with ours, you can drop $4 million to the bottom line like that and you're a public company.

27:53
You are going to go and tell your CEO in about 15 minutes how you've just made a $4 million decision. You'll probably get

28:00
promoted." Chris says, 'Wow, that's pretty exciting. Give me some more information. So, talks about your

28:05
efficacy and whatever. And coming to the end, they the guy says, 'Well, Chris, you're ready to make a decision. He said, 'Is there anything else I should

28:11
know? He said, well, yes, you you you just have to do one thing. You have to put a

28:17
little warning on the can, which says in the state of California, contents of this can is known to cause cancer. It's

28:24
called a Prop 65 warning. But you don't have to worry about it because by putting the warning on your can, you're

28:30
completely legal and so many other people do it and you're going to make

28:36
more money. And Chris's face drops and he says, "Oh jeez, you had me really

28:42
excited, but I'm sorry I can't do it." He didn't hear me, Chris. $4 million. Said, "Yeah, I know. However, I'm

28:48
empowered in this organization and expected to live and make decisions based on our values. Our number one

28:55
value is we value doing the right thing. Our number two value is we value creating positive lasting memories in

29:00
all of our relationships. Cancer does not create positive lasting memories. I'm sorry I'm not taking you up on your

29:06
offer. Chris, you didn't hear me. I need to go talk to your CEO, your leader. Anyone? He said Chris says you can talk

29:12
to anyone you like. Go talk to the chairman of the board. You're going to get exactly the same answer because I'm

29:18
empowered to make decisions because we have a hierarchal set of values. Okay. Chris goes up to the CEO's office

29:25
and says, "Hey, CEO, I just made a decision not to save us $4 million. Tell me how. I used our values to make it.

29:32
Chris, you're promoted." Wow. So, that's the empowerment. Yeah.

29:40
That is such a powerful culture and just Yeah. Empowerment just all around amazing environment that's been created.

29:47
And you talked earlier about the safety that people feel in that environment because hearing that that's going to be

29:53
a $4 million potential miss now of opportunity. Uh a lot of people would be

29:58
fearful in that situation. But that's such a cool story. No, that would be applauded because you

30:04
lived our values every day. Wow. Yeah. Gary, this is just so amazing. I'm

Ten Rapid-Fire Questions

30:11
wondering if I can hit you with 10 rapid fire questions to finish us off. Go ahead. Let me see if I've got the

30:17
answers. Just say the first thing that comes to mind. No wrong answers. Who's the first

30:22
person you think of when I say servant leadership? Kim Blancho.

30:28
I thought you'd say that. Five words that most describe you.

30:34
Five words that most describe me. Curious, learning, loving,

30:40
dumbass leader. All right. Favorite book or movie?

30:47
Oh, book is Everything You Need to Know You Learned in Kindergarten by Robert Fulgrim. Everybody should read that book

30:53
if they want to be a leader. Movie? The Godfather? I'm a big fan of The Godfather.

30:59
Both are great answers. All right. Favorite food. Huh? Well, look at me.

31:08
I guess my favorite food is any meal that my lovely wife cooks me because she's just makes the best food.

31:16
I love that. Favorite thing to do in your free time? Um,

31:24
favorite thing to do in my free time? Chill.

31:30
All right. What's a surprising fact about you? I was one oh well number one

31:36
once I had I had hair once but I was a uh I was a disc jockey in

31:43
Australia. I used to do a morning radio morning radio show. Good morning to CCC

31:48
RFM 90.5 over the hills on Sunday mornings. I love that. All right. Favorite place

31:55
you've been? Oh Kawaii. All right. Is there anywhere that you'd

32:01
love to go that you haven't been yet? Yeah, I want to go to the pyramids.

32:08
What's the best advice you've ever received? It's not about you.

32:14
Wow. Well, Gary, thank you so much for your willingness to be on the show. Thank you so much for sharing and for

Closing

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writing and just teaching all of us in the next generation about what it looks like to build a better culture, empower

32:27
people, and just be better servant leaders. Well, thank you, Chris, for what you do. and you know, you're really doing the

32:33
work here because it's through people like you who go to the effort to get

32:38
this word out that that will make a difference. So, thank you, Chris, for what you do.

32:44
And for those listening, I'm excited for links in the descriptions. Please check out Gary's books and and I have

32:49
personally been impacted by multiple of them now. So, thank you, Gary. Thanks, Chris.

32:55
Thank you for listening to this episode of the Servant Leadership Podcast. If you enjoyed what you heard, please give

33:01
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