Care, Crisis and the Currency of Trust
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Dan Starr, President and CEO of Do it Best, defines his leadership by a simple creed: Serve first, profit later. Do it Best, with thousands of locations and employees, is the nation’s leading hardware, lumber, and building materials cooperative with annual sales of over six billion dollars. When Dan took the helm, he soon learned the art of “leading from behind” by championing others, quietly building bridges, and believing that even the smallest acts of care can create the largest ripples. We talked about his leadership style and some of the challenges his team has faced over the years on an episode of the Difference Talks podcast.
With thousands of team members spread across the nation, Dan faced existential uncertainty and the urgent need to keep “culture alive” when the COVID pandemic hit. As large corporations were scaling back and downsizing, his solution was to build a culture of profound transparency and servant leadership. That included making countless daily calls to frontline managers, holding open forums for staff to vent and ask questions, and putting mental health resources in place.
Another key challenge came when an acquisition threatened to shake up established processes. A conventional approach would have included quick decision-making and top-down communication. However, Dan steered the ship in a different direction, opting instead to hold extended listening sessions with every department. The result? A rather slow transition, but one marked by record engagement scores from his team and almost no attrition.
Dan’s difference is his willingness to be present—not just for the applause but for conflict, confusion, and even criticism. He shares customer stories, celebrates small victories, and encourages staff to notice who’s “not in the room,” because it’s those quiet voices that may hold the key to solving the next big challenge. His actions prove that transparency is not a one-time event but a lifelong discipline.
On a personal note, one of the previous presidents of Do it Best, Don Wolf, was a mentor to me. He guided me on how to share success, including profits, with all employees to build a culture of teamwork. Don influenced me and to this day, decades later, my company offers all employees a profit-sharing program based on that discussion.
Difference-Maker #1: Leadership isn’t about title or proximity to power.
It’s about a consistent, genuine presence—especially in tough moments. Leaders like Dan don’t shy away from difficult conversations. They remain present, listening and encouraging those around them.
Difference-Maker #2: Share the full story, even the messy parts.
There’s a reason why transparency is talked about so much in our media today. It builds trust and long-term loyalty. When teams can openly discuss challenges, setbacks, and lessons learned, this creates a culture rooted in accountability and a willingness to learn. People are more likely to remain engaged and invested when they understand not only what worked but also how obstacles were overcome.
Difference-Maker #3: Servant leadership takes strength.
In moments of crisis, the act of deeply listening and being of service to others can be the bravest move possible. Leaders who remain grounded, empathetic, and focused on their team’s needs create stability in uncertain times, building trust and resilience across their organization.
Difference-Maker #3: Celebrate the unseen contributors.
Starr spotlights those who solve problems quietly or support others in subtle ways. Acts like these nurture culture from the inside out. Individuals who consistently step up to help a colleague, improve processes, or keep operations running smoothly often shape an organization’s success far more than a leader does. Recognizing these contributions reinforces that every role (and individual) has value and that impact is not always measured by status or visibility.
When change comes, avoid the temptation to be autocratic. Prioritize people over process. Engage every level and every voice, recognizing that meaningful transformation cannot be built or sustained through top-down decisions alone. The longer path that’s grounded in listening, collaboration, and shared ownership (and rewards) often creates the strongest, most unified teams.
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