Leadership, Transformation, and Lessons from Success and Failure: How Harley-Davidson’s Journey Shaped My Identity as a Leader
As a business owner and CEO, leadership is a journey shaped by insights, experiences, and the people you encounter along the way. For me, one of the most transformative leadership experiences came from studying the turnaround of Harley-Davidson under the leadership of Rich Teerlink and consultant Lee Ozley, as detailed in More Than a Motorcycle. Their story of taking Harley-Davidson from near bankruptcy to global success fundamentally reshaped my beliefs, values, and leadership approach.
The lessons learned from this journey—from moving away from control to embracing trust, leading with vision and purpose, and adopting a servant leadership model—changed how I lead today. It shifted my leadership from managing tasks to empowering people, from focusing on short-term goals to creating a shared purpose, and from directing to coaching. Here’s how Harley-Davidson’s transformation informed and reshaped my approach to leadership.
Trust Over Control: Leadership as Empowerment
One of the most profound lessons I absorbed from Teerlink’s leadership was the shift from control to trust. In Harley-Davidson’s early years of transformation, the company had been operating with a top-down, hierarchical model. Like many leaders, I had also found myself in a similar position—feeling the need to control all decisions and outcomes to ensure success. Teerlink’s experience showed me that this was not sustainable for growth or innovation.
Key Insight:
Success Learning: Teerlink empowered his team by decentralizing decision-making, trusting employees at all levels to own their work and solve problems. This sense of ownership led to greater engagement and innovation across the company.
Failure Learning: At first, Harley-Davidson's leadership underestimated the resistance from employees who were uncomfortable with this new model of responsibility. This failure taught me that empowerment needs to be introduced thoughtfully, with clear communication and support to help employees embrace their new roles.
This insight transformed how I lead. I began shifting from controlling decisions to trusting my team’s expertise. By giving them autonomy, I noticed greater initiative, creativity, and commitment to the organization’s goals.
Vision and Purpose: The Power of a Unified Goal
Teerlink’s leadership was also defined by his ability to anchor Harley-Davidson in a clear, purpose-driven vision. They weren’t just producing motorcycles—they were selling a lifestyle of freedom, independence, and adventure. This clarity of vision allowed everyone in the company to align their efforts with a shared purpose. It was a lesson that deeply resonated with me.
Key Insight:
Success Learning: A compelling vision provides direction and meaning. Teerlink’s leadership unified the company around a purpose that was larger than profit, allowing Harley-Davidson to create emotional connections with customers and motivate employees to contribute to a greater cause.
Failure Learning: Initially, Teerlink did not fully align external stakeholders, like Harley-Davidson’s dealer network, with this vision. This misalignment created friction and slowed progress. I learned that ensuring both internal and external stakeholders share and believe in the vision is critical for long-term success.
This shift in understanding purpose transformed my own leadership. I began to lead with a clear, purpose-driven vision that aligned my team with something bigger than just daily tasks. This clarity not only motivated them but also helped us build stronger relationships with our customers and partners.
Becoming a Leader as a Coach: Developing Leadership at Every Level
Teerlink and Ozley emphasized that leadership should not be confined to those with a title. They championed the idea that leaders should exist at every level of the organization, and that the CEO’s role is to coach and develop leadership throughout the team. This belief changed how I approached leadership development within my business.
Key Insight:
Success Learning: At Harley-Davidson, developing leadership across all levels created a culture of responsibility and continuous improvement. Employees were not just doing their jobs—they were leading their teams and driving the business forward.
Failure Learning: Not all managers were ready to embrace this coaching style at first. Some struggled to let go of control and shift toward a more collaborative, coaching role. Teerlink’s team had to invest in leadership development to help managers adjust. I learned that coaching leaders requires continuous support and development.
Adopting a coaching leadership style has been one of the most transformative aspects of my leadership. I now see my role as helping others become leaders, guiding them to make their own decisions, and empowering them to solve problems. This shift created a culture of leadership at all levels, where employees felt empowered to take the initiative and grow.
Servant Leadership: Leading by Serving Others
One of the most profound shifts I adopted was the concept of servant leadership, which Teerlink embraced at Harley-Davidson. This model of leadership focuses on serving the needs of the team, removing obstacles, and enabling employees to succeed. It’s a philosophy that puts the leader’s ego aside in favor of enabling others to thrive.
Key Insight:
Success Learning: Servant leadership builds trust and loyalty. By focusing on the success of his team, Teerlink fostered a deep sense of respect and commitment from his employees, who felt valued and supported.
Failure Learning: Initially, the shift to servant leadership wasn’t clearly communicated, and some employees misunderstood this as a sign of weakness. Teerlink learned that servant leadership requires strong, consistent communication to demonstrate how this approach empowers rather than diminishes leadership.
This philosophy changed how I view leadership. Instead of focusing on my own success, I now focus on serving my team—ensuring they have the resources, support, and guidance needed to succeed. This shift built a stronger, more cohesive team that is dedicated to achieving shared goals.
Learning from Success and Failure: Building a Culture of Continuous Improvement
One of the most valuable lessons from Harley-Davidson’s transformation was how they embraced both success and failure as learning opportunities. Teerlink created a culture of continuous improvement, where every experience, whether positive or negative, was an opportunity to grow. This mindset taught me to see challenges differently in my own leadership journey.
Key Insight:
Success Learning: Harley-Davidson fostered a culture of learning, where successes were celebrated, and failures were analyzed for improvement. This commitment to growth allowed the company to adapt and thrive in a rapidly changing market.
Failure Learning: Teerlink admitted that early financial projections were overly optimistic, leading to disappointment when results didn’t materialize as quickly as hoped. This failure taught me the importance of balancing long-term vision with realistic short-term goals.
I embraced this mindset of continuous learning within my own organization. I began encouraging my team to experiment, take risks, and learn from both successes and failures. This shift made us more adaptable and innovative, and it helped create a culture where everyone felt safe to grow and improve.
Conclusion: Leadership as a Journey of Transformation
From moving away from control to embracing trust, leading with vision and purpose, and adopting a servant leadership model, these insights have transformed my identity as a leader. I no longer see leadership as merely directing or managing; instead, I approach it as a process of coaching, enabling, and empowering others to achieve their best. Leadership is about creating a culture where people feel trusted, motivated, and aligned with a shared purpose.
This evolution has redefined not only how I interact with my team but how I view the responsibilities of leadership. By fostering a more empowered and purpose-driven workforce, I’ve seen firsthand how trust, vision, and servant leadership lead to greater engagement, innovation, and resilience. My journey has shown me that leadership is less about my individual impact and more about cultivating an environment where everyone can thrive, learn from both success and failure, and contribute to a lasting legacy.
In the end, the most significant insight I’ve gained is that leadership is an ongoing journey of transformation, not just for the business, but for the leader themselves.
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Alan Branagh is a visionary leader with over 40 years of global corporate experience and 20+ years guiding businesses through transformation. A master in aligning purpose, mission, and strategy, he has empowered CEOs and leadership teams across sectors to drive performance and innovation. With deep expertise in Mergers & Acquisitions, leadership development, and business transformation, Alan has led international teams and strategic partnerships for major corporations. Passionate about sustainability, he integrates cutting-edge methodologies like LEGO Serious Play to inspire growth. His commitment to high-performance coaching and purpose-driven leadership continues to shape enduring businesses worldwide.