Before Dave Banyard became CEO of MasterBrand, the largest residential cabinet manufacturer in North America, he spent over a decade flying F/A-18s for the U.S. Navy. When Dave joined us on our podcast, What’s Up at Work?, he shared some of the most refreshingly honest leadership lessons we’ve heard in a while.
Dave’s insights apply whether you’re running a company, leading a team, or building a better place to work.
Here are six of the lessons we loved.
1. The Best Leaders Can Motivate People Doing Even the “Smallest” Jobs
Dave’s first leadership role in the Navy wasn’t in the cockpit, it was supervising 25 brand-new (18-year-old) recruits cleaning ship bathrooms. Yeah, perhaps not the most glamorous job.
These young sailors signed up to work on fighter jets, yet their first job was a far cry from that dream. But instead of just focusing on the task, Dave made sure his team understood how what they were doing actually supported the bigger mission.
Your employees may not always be in the role they ultimately see themselves in, especially early in their careers. The key to motivation isn’t pretending the job is something it’s not, it’s connecting each role clearly to the bigger picture.
If you want to help your team find more meaning in their work, start by showing how their role supports the end result. Even tasks that feel far from the “big picture” are part of what keeps the organization running smoothly. Here are a few examples:
- A front desk coordinator isn’t just answering phones, they’re shaping first impressions for clients, candidates, and vendors.
- A warehouse team member isn’t just picking orders, they’re ensuring customers get what they need on time, which directly impacts retention and satisfaction.
- A junior analyst running reports isn’t just crunching numbers, they’re providing the data and insights that help the organization make better decisions.
- A maintenance technician isn’t just fixing machines, they’re preventing downtime that could delay delivery, damage customer trust, and ultimately impact revenue.
The key is to tie each role to its downstream impact. Don’t assume people see the connection. Show them.
2. Stop Letting People Delegate Decisions Up the Chain
One of Dave’s core beliefs is that employees grow by owning decisions, not passing them upward. When someone approaches him with a question, he flips it back:
“What would you do?” This shifts responsibility to the person closest to the problem and trains employees to become independent, solution-focused thinkers.
If your organization struggles with bottlenecks or slow decision-making, consider Dave’s approach: Encourage your people to come prepared with recommendations, not just problems.
Over time, you’ll build a culture where decisions get made faster, better, and without unnecessary layers of approval.
3. Recognize the Times When Rank Needs to Disappear
In fighter jet missions, once you cross into “active territory” (the area within which military operations are taking place), the hierarchy fades away. Pilots have to adapt quickly, relying on clear objectives and their own judgment.
Dave emphasizes bringing this same mindset to business: empower people with clarity and let them do their job.
Your team doesn’t need constant check-ins if they understand the goals and have the context to act. The more layers you strip away, the more capable your team becomes. Set the vision, give people what they need, and then get out of their way.
Here are a few ways leaders can break down hierarchy in a thoughtful, structured way:
- Give decision rights where the knowledge lives. Let frontline team members make day-to-day calls within their area of expertise, like resolving minor customer issues.
- Direct access to senior leaders. Give employees access to leaders beyond their direct supervisor. MasterBrand does this through quarterly Town Halls.
- Replace permission with parameters. Instead of requiring approval for every action, set clear boundaries: “If it’s under $500 and aligned with the project scope, go for it.”
4. Skip the Sugarcoating. Say What Went Wrong and Then What’s Next
Dave’s take? The fastest way to lose credibility isn’t by failing, it’s by trying to spin the truth. When you pretend nothing is wrong or avoid difficult conversations, trust rapidly erodes.
The real failure isn’t messing up, it’s hiding it. Dave believes leaders should be the first to acknowledge when things go wrong, clearly stating what happened and how it’ll be fixed.
Transparency has to be modeled, reinforced, and rewarded to stick. If you want your team to stop sugarcoating problems and start owning them, here’s how to help them build that mindset:
- Normalize naming the issue. When something goes wrong, be the first to say it plainly: “Here’s where we missed the mark.” That gives others permission to do the same.
- Ask for solutions, not just updates. When someone flags a problem, follow up with: “What do you think we should do?” It trains people to think in terms of action, not avoidance.
- Make it safe to be wrong. If an employee suggests a fix that doesn’t pan out, focus on the learning, not the miss. Teams that fear being wrong will never tell you what’s broken.
- Reward clarity and candor. Publicly recognize when someone names a tough issue, brings it forward early, or takes ownership of a fix, even if it’s uncomfortable.
5. Ask People If They Want Their Boss’s Job
Dave’s favorite career-development question is straightforward yet powerful:
“Do you want your boss’s job?”
This question isn’t about ego or ambition. Instead, it helps employees reflect thoughtfully about what they want out of their career, understanding clearly what responsibilities and sacrifices the next step might entail.
Encouraging honest reflection helps your people set authentic, achievable career paths. It also allows you to provide more meaningful development opportunities aligned with employees’ real aspirations, not just the next rung on the ladder.
6. Encourage Employees to Grow, Not Just Climb
At MasterBrand, Dave is helping shift the company’s culture away from chasing titles toward accumulating experiences. Too often, employees pursue promotions simply to climb the ladder, collecting titles rather than actually growing.
For your team, consider a similar approach. Encourage employees to grow by:
- Taking on different projects (even if they’re not 100% comfortable)
- Stepping into cross-functional roles
- Tackling real, complex challenges, not just title changes
When growth is based on real capability, not just titles, you end up with stronger, more well-rounded teams.
Final Thoughts
Dave Banyard’s journey from Navy pilot to CEO isn’t the typical path. But the lessons he shares are applicable for any leader who wants to build an empowered, transparent, and growth-oriented workplace.
Implementing even one of these ideas can impact your team’s morale, performance, and success. Try them out!
