If there’s one universal truth in leadership, especially in the print industry it’s this: it’s awfully hard to lead others when you’re still trying to lead yourself. You can have the title, the corner office, the decades of experience, and the reputation for “knowing print,” but if your habits, mindset, and beliefs aren’t evolving, your team will feel the ceiling long before you see it.
And in our industry, the ceiling comes fast.
Because let’s be honest — in printing, “knowing everything” isn’t just unrealistic… it’s borderline comical. Between new press technology, workflow automation, MIS upgrades, paper market changes, supply chain unpredictability, sustainability demands, data-driven marketing, and clients who expect Amazon-level service with local-shop charm… being a know-it-all is a full-time job you will never finish.
That’s why the print leaders who consistently win aren’t the ones with the longest résumé. They’re the ones with the widest perspective. They learn faster, unlearn faster, and surround themselves with people who challenge them, not just nod politely in meetings. No echo chambers!
The Leadership Trap: “This Is How I’ve Always Done It”
Here’s the leadership trap I see all the time in printing companies: leaders don’t struggle because the industry moves too fast. They struggle because they stay anchored to what they know and only what they know. Their experience is valuable. But experience can also become golden handcuffs. It gives you comfort and confidence… but it can also limit you to what’s possible.
Many print leaders have spent 20, 30, even 40+ years in the business. And their belief systems, that is, what they see as “normal,” “realistic,” “practical,” and “the way it should be,” are shaped entirely by those years.
But the truth is the talent entering the workforce doesn’t think the way your bindery team thought in 1998. The buyers you’re selling to don’t behave like the print buyers of 2010. The technology you rely on now didn’t even exist when many print leaders were sharpening their management style. If your beliefs don’t evolve, your leadership won’t either. And when the leader stops learning… so does the organization.
Your Network Shapes Your Leadership More Than Your Experience
A leader’s experience gives them depth, but a leader’s network gives them width. If every conversation you have is with people who look like you, think like you, agree with you, and came up in the same era of printing as you… you’re not growing. You’re simply recycling old air.
Diversifying your network isn’t about checking a box, it’s about expanding your field of vision.
That’s why trade shows, conferences, and industry-specific peer groups are so important. They expose you to new ideas, new technologies, new people, and new ways of thinking. You can walk the floor at Printing United, sit in on a session at Dscoop, or attend a peer group meeting – and walk out with insights you didn’t even know you needed. It’s perspective on steroids. And let’s be honest, sometimes one good hallway conversation beats a month of internal meetings.
Disagreement Isn’t Dangerous – It’s Fuel
One of the riskiest things in a print company is a leadership team where everyone aligns too quickly. That usually means one of two things. Either they’re all thinking the same way or they’re all afraid to think differently. Neither ends well.
Healthy disagreement can be one of the best diagnostic tools in any business. When you invite pushback – from operators, sales reps, CSRs, IT, clients, and peers – you’re not losing control. You’re expanding clarity. You’re revealing blind spots. You’re accelerating improvement. The worst ideas in our industry survive because nobody challenged them early enough.
Read This: A Blueprint for Leading Yourself
If you want to build the internal discipline required to lead yourself well, there’s a book worth keeping on your desk: Lead Yourself First, by Raymond Kethledge and Michael Erwin.
It’s a powerful reminder that leadership clarity doesn’t come from noise – it comes from solitude, reflection, and intentional thinking. The book breaks down how great leaders create space to understand their own motivations, habits, and blind spots before trying to influence anyone else.
If your daily life feels like firefighting, inbox triage, and back-to-back meetings, this book is a reset button.
A Passion for Learning: The Real Competitive Advantage
The leaders I see rising fastest and building the strongest companies aren’t obsessed with being right. They’re obsessed with getting better.
- They read.
- They ask questions.
- They show up at conferences hungry, not arrogant.
- They join peer groups that challenge them.
- They listen more than they speak.
- They reflect more than they react.
And here’s the magic: when a leader models learning, the entire organization becomes more curious, open, accountable, and engaged. That’s when things really start to scale.
The Bottom Line
If you want to take your printing company and yourself to a higher level, start with the hardest leadership task there is which is to lead yourself.
That means widening your perspective, challenging your assumptions, building a broader network, inviting disagreement, carving out time for solitude and reflection, and staying committed to learning long after others your age are coasting.
Because companies don’t grow until leaders grow. And leaders don’t grow until they break free from the limits of what they already know. Print is changing. Your clients are changing. Your workforce is changing.
The question is: are you?
Mike Philie helps owners and CEOs in the Graphic Communications Industry validate what’s working, identify what needs to change, and create a practical path forward.
PhilieGroup | mphilie@philiegroup.com | LinkedIn
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