Last week I was traveling and speaking to key industrial channel leaders and one topic keeps coming up again and again from Manufacturers, Manufacturer Reps, and Distributors in the Channel. How do we retain future leaders in the industrial channel?
It is hard to recruit and then retain talent in the industrial channel. So, when you make that investment as a Company or Associate how do you help that emerging leader stay engaged and grow their skill set?
I’ve been asking some channel leaders those same questions and have been given some interesting feedback. I reached out to Gowri Natarajan Director Procurement & Supplier Management, Grainger who is speaking on just this topic at ISA Fall Summit on Building a Future Ready Talent Bench for her opinions on the topic.
Gowri was kind enough to share her thoughts below with the following *Disclaimer: The views and opinions expressed in the article and the ISA presentation are my own and do not necessarily represent Grainger’s position, opinion, or strategy. I am not here in my capacity as a representative of Grainger.
Q. Gowri what excites you about your presentation at the ISA Fall Summit “Ready Now, Ready Next: Building a Future-Ready Talent Bench”?
I am really excited about this session because the topic could not be more timely. With the rapid changes happening – AI being just one powerful example – we are seeing a fundamental shift in the competencies and skills needed to succeed. This isn’t limited to one industry; it’s impacting how every organization assesses talent and prepares people for what’s next. We often talk about “future-ready talent” in abstract terms, but my goal is to make it tangible – something leaders can identify within their own teams and actively build toward. What excites me most is helping people leave the session not only inspired but equipped with a framework and actionable steps they can put into practice right away.
Q. Drawing on your own experience when you started out on the Talent Bench what helped you get Ready for that next step?
When I think back to when I was starting out, what really helped me get ready for the next step was a combination of mentorship and stretch opportunities. I had leaders who not only encouraged me but also challenged me to take on roles or projects that felt a little beyond my comfort zone. That pushed me to grow faster than I would have on my own. I also leaned heavily on mentors who gave me candid feedback and helped me see both my strengths and the blind spots I needed to work on. Having that balance – support, challenge, and honest guidance -was what truly prepared me for the next level.
Q. What advice would you give to an emerging leader to get ready and be ready?
My advice to an emerging leader is: don’t wait for someone else to decide you’re ready—take ownership of your growth. That starts with curiosity. Ask good questions, seek feedback, and be willing to raise your hand for projects that stretch you beyond your comfort zone. Those experiences build resilience and confidence in a way no classroom alone can.
Books and articles are certainly valuable—Multipliers by Liz Wiseman or Dare to Lead by Brené Brown are great examples—but the real growth happens when you put those ideas into practice. Reading gives you language and perspective; action gives you wisdom. So, the combination is powerful: keep learning, but also keep reflecting, refining and applying. That’s how you get ready and stay ready.
Key Takeaways for Industrial Leaders
I really like what Gowri shared about mentorship and stretch opportunities. Stretch opportunities where a less experienced team member takes on projects that are out of their comfort zone can help them build skills and get invested in the business. Associates who are learning and growing are more likely to be happy in their career path. Having associates who are engaged are great for every channel business, and giving your team new challenges that are outside their comfort zone helps with engagement.
Mentorship over the last 20 years has become more organized with programs and pairings of mentor and mentee becoming more common. Excellent programs like Emerging Leaders (ELLC) and Women in Industry (WII) from ISA have become key programs to help mentor current and future Channel leaders. As a channel leader (or a newer associate pushing yourself to grow) you can help accelerate that growth by going to events like ISA Fall Summit, reading key books and articles (like Gowri noted above), and having a passion for learning new skills in your channel role.
If you can stretch yourself to learn new things and being outside your comfort zone, you will develop better skills sets. As channel leaders helping your teammates with their growth (in a structured way) and being there to help them learn is crucial. It helps you as HR says, build a deeper bench, help the business grow, and have happier and engaged teammates. That is a winning combination for any industrial channel business.
As always, we appreciate your comments and support.
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