Introduction
In a world where most leaders fear failure, WD-40 Company became famous for celebrating it. Under the leadership of Garry Ridge, the company transformed from a small lubricant brand into a global household name, boasting a 90% employee engagement rate —a figure that surpasses the global average of 23% (Gallup, 2023).
What made WD-40’s story remarkable wasn’t just its financial success. It was how Ridge, its CEO from 1997 to 2022, built a tribe where people felt safe to learn, experiment, and take ownership, the very traits that distinguish leaders who drive their teams forward from those who unintentionally hold them back.
The Challenge: Breaking Free from a Culture of Control
When Ridge took over, WD-40 was profitable but complacent. Its culture leaned toward caution. Mistakes were whispered about, risk-taking was rare, and accountability was confused with blame. Ridge quickly realized that the company didn’t have a strategy problem; it had a trust problem.
Like many organizations, WD-40’s team members wanted to contribute more but were stifled by the fear of making errors. Ridge recognized this as the kind of fixed mindset Carole Dweck (2007) describes, a belief system that views mistakes as threats instead of opportunities to grow.
His mission became simple yet radical: replace fear with trust, and replace blame with learning.
The Turning Point: Redefining Failure as LEarning
Ridge introduced a phrase that would come to define WD-40’s culture:
“We don’t make mistakes, we have learning moments.”
This shift was more than linguistic. It reprogrammed the company’s psychological DNA. Instead of punishing errors, leaders began asking, “What did we learn?” Employees who once stayed silent started sharing insights, documenting lessons, and collaborating to prevent future issues.
This redefinition of accountability mirrored what Stephen M.R. Covey (2006) calls the “trust dividend,” the exponential performance boost that occurs when leaders trust their people to own outcomes rather than control their every move.
The Strategy: Leading with Tribe Mentality
Ridge believed that leadership was not about command but about belonging. He called his workforce a tribe, not a team. The difference was intentional: tribes care for one another and share a purpose beyond individual gain.
Key cultural shifts included:
1. Psychological Safety as a Core Value
Every new employee learned about WD-40’s “learning moments” philosophy during onboarding. Managers were trained to coach rather than criticize, creating a space where innovation could thrive (Anchor, 2010).
2. Purpose Over Profit
WD-40 Redefined its mission as “creating positive, lasting memories.” Employees were encouraged to think about how their work helped others, from warehouse staff to marketers. This mirrored what Clifton and Harter (2019) identify as purpose alignment, a key driver of engagement.
3. Radical Transparency and Feedback Loops
Ridge instituted open Q&A sessions, where anyone could challenge decisions or suggest improvements. This open-door culture fostered mutual respect and trust across departments.
The Results: Trust as the Ultimate Productivity Multiplier
The outcomes were staggering. By 2021, WD-40 had:
- Achieved a 90% employee engagement rate, one of the highest recorded by Gallup.
- Expanded its product portfolio from one household item to over 60.
- Maintained consistent profitability for more than two decades, even through economic downturns.
- Reported turnover rates below 5% compared to an industry average of 18%.
But Ridge often insisted that the real success wasn’t measured in numbers, it was in human energy. Employees described WD-40 as “a place where I can be myself and still grow,” a reflection of Ridge’s belief that trust unlocks both innovation and loyalty.
This aligns with Shawn Anchor’s (2010) research in The Happiness Advantage, which shows that positive, empowered employees outperform those driven by fear or pressure. WD-40 proved this principle on a global scale.
Lessons for Leaders: Are You the Driver of the Problem?
WD-40’s story forces every leader to look in the mirror. Rdige’s transformation wasn’t about implementing new software or restructuring teams; it was about changing how he led.
Here are three takeaways for leaders seeking to replicate WD-40’s culture of trust:
1. Trade Control for Curiosity
When you stop needing all the answers, you invite your team to find them. Curiosity opens doors, control keeps them locked.
2. Celebrate Learning Moments
Normalize failure as feedback. When your team sees mistakes as lessons, they’ll move faster, think bolder, and care more deeply.
3. Lead Like You Belong, Not Like You Own
Ridge often said, “I don’t own the tribe; I belong to it.” Great leaders don’t position themselves above their teams; they stand beside them, steering together.
Conclusion
WD-40’s success is living proof that trust isn’t a “soft skill,” it’s a strategic advantage. Ridge’s leadership flipped the traditional hierarchy on its head, transforming employees from task-takers into proud contributors.
His legacy challenges every modern leader to ask:
“Am I driving my team toward growth, or am I the one hitting th brakes?”
When leaders dare to trust, teams don’t just perform, they thrive. And in that trust, both people and productivity reach their full potential.
Additional Reading
436: Garry Ridge—Any Dumbass C… – The Way I Heard It with Mike Rowe – Apple Podcasts
References
Achor, S. (2010). The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work. Crown Business.
Clifton, J., & Harter, J. (2019). It’s the Manager: Moving from Boss to Coach. Gallup Press.
Covey, S. M. R. (2006). The Speed of Trust: The One Thing That Changes Everything. Free Press.
Dweck, C. S. (2007). Mindset: The New Psychology of Success. Random House.
Gallup. (2025). State of the Global Workplace Report. Gallup, Inc.