At Butler Machinery, leadership development isn’t just a buzzword or a chapter of a handbook — it's a true investment the company has made in its people and success. Growing leaders is a long game that continues to pay off for both employees and Butler as a whole. 

Dusty Schulz, executive director of regional operations, knows this firsthand. Having worked his way up through Butler in various roles, he understands the value of structured training programs that help employees grow into the best version of themselves, whether in a leadership role or not. Today, he oversees the entire portfolio of Butler Machinery’s 20 stores, including sales, parts and service departments. 

Schulz shares his perspective on why Butler is committed to leadership training for its 900-plus employees, the challenges that come with it, and advice on how other businesses can implement similar programs.

“The future success of Butler Machinery depends on the capabilities of individuals who believe in the company’s mission and values, and are hungry to take their careers to the next level,” he says. “In order for our customers to love Butler, our employees need to love it first.” 

Butler’s Leadership Development Strategy

Butler’s leadership training is segmented into 3 key programs:

1. Butler One: A structured onboarding program that helps all new hires—whether technicians, salespeople, or managers—get up to speed quickly.
2. Lead Yourself: A voluntary leadership program designed for employees who want to develop their soft skills, regardless of their title.
3. Fundamentals of Butler Leadership (FBL): A high-level leadership program for those stepping into management roles, covering everything from communication to delegation.

Butler One: A Strong Start for New Hires

One Career • One Company • One Team 

Anyone who joins Butler Machinery starts with Butler One, a well-established and tested 90-day program that builds a firm foundational knowledge of the company and individual responsibilities. “It doesn’t matter if you’re in sales, service or finance — everyone goes through the same process,” Schulz explains.

This unique onboarding experience provides new hires a dedicated trainer, as well as a solid introduction to Butler’s standard processes, but also accelerates their training and work expectations. For the first 30 days, employees learn systems, programs, people and then finally jump into job responsibilities. Schulz says Butler One has improved employee retention, increased team morale and also optimized the new hire experience overall. 

This is especially important for new employees who aren’t from an ag background. “We need to be able to give these folks a good experience, and get them proficient in things as quickly as possible,” Schulz explains. 

Each new hire is paired with a trainer who has been through the Train the Trainer program. “We don’t just throw people in and expect them to figure it out,” he explains. “We make sure they have someone to guide them, answer their questions, and help them feel part of the team.”

Schulz notes that onboarding is crucial in reducing turnover. “A lot of companies struggle with retention, but it often starts with how you bring people into the organization. If their first experience is chaotic, they’re going to look for the door. Butler One gives them a solid foundation and a clear path forward.”

Train the Trainer: Butler Machinery Edition

Focused on Butler’s mission and values, trainers for Butler One are a key part to a new hire’s success (and in turn, the overall company’s growth). 

Trainers possess “remarkable leadership potential” and have the ability to mentor new team members, Schulz says. “This offers a platform for them to practice and cultivate their leadership abilities even without an official managerial title.” 

Butler truly believes that everyone is a leader, and the Train the Trainer formal 3-day in-person training program is an ideal avenue to graph high-level topics ranging from organizational success to culture, listening skills and even generational differences. 

Those chosen for this role must exemplify drive, initiative and positive attitude. Questions the selection team considers are: 

• How are they showing up for work? 
• What kind of presence do they have at work? 
• Are they known for positivity or dragging the team down? 
• Are people looking at them as a go-to person for either knowledge or support? 
• Are they really good with people?
• What do they aspire to be in the future? 

“Our trainers gain confidence and expertise required to lead and help inspire others, create an environment for growth, and foster success for individuals and the company,” Schulz explains. 

Lead Yourself: Uplevel Opportunity for All 

Butler believes in investing in its staff, so the company created a self-driven, voluntary program for those interested in developing leadership skills and also as a way to uncover future company leaders. Lead Yourself is available to anyone, regardless of title. 

“Your sense of responsibility defines your leadership,” Schulz explains. “Leadership isn’t just about having a title — it’s about how you carry yourself and influence those around you. This program is a great way for people to test their initiative and see if they really want to take that next step.”

Participants commit to a 6- to 12-month process that includes coursework, mentorship and two books: Extreme Ownership by Jocko Willink and Leif Babin and The Ideal Team Player by Patrick Lencioni. “It’s a proving ground,” Schulz adds. “We can see who’s got that drive and who might not be ready for the next level.”

One example Schulz shares is of a technician who went through Lead Yourself and discovered a passion for mentoring others. “He never saw himself as a leader, but after completing the program, he stepped up as a mentor in the shop. A few years later, he moved into a management role. That’s exactly what we want to see.”

Next Level: Fundamentals of Butler Leadership

The Fundamentals of Butler Leadership (FBL) program is Butler’s top-tier leadership training. It consists of 5 in-person sessions over several months, covering:

• DISC Personality Profiles: Understanding different types of communication styles.
• Presentation Skills & Business Writing: Learning to communicate effectively with all business levels.
• Building Trust & Effective Communication: Strengthening leadership relationships.
• Delegation & Coaching: Developing high-performing teams and coaching tips.
• Business Simulation Game: Practicing real-world decision-making with real-life situations.

Courses are instructor-led, and have been attended by the bulk of Butler’s store management, corporate management and executive teams. 

“The business simulation gets competitive,” Schulz laughs. “It’s one thing to learn leadership concepts, but when you’re in a situation where every decision affects your ‘business,’ it really puts those skills to the test.”

One of the most valuable aspects of the FBL program is the ability to apply leadership concepts in real-world situations. “We’ve had managers tell us they were able to navigate difficult employee conversations or make tough business decisions because of what they learned in this program.”

He says another benefit participants receive is an understanding of the business from someone else’s point of view, and what their struggles may be. It’s also an opportunity to learn often missed skills such as business dining etiquette, business writing, and even task delegation. Many activities are role played in a safe space, with the opportunity for positive feedback and also timely coaching. 

“I can tell you firsthand that some of the ideas which have come out of this training were implemented in our business successfully,” says Schulz, and explains this fact alone matters immensely. When able to work through challenges and present new opportunities for growth, the team has buy-in to new ideas, but also knows what they are thinking matters to leadership. 

Why Invest in Leadership Development?

Some companies hesitate to invest in training, worried about employees leaving. But Schulz has a different take: What if we don’t invest in training, and they stay? The cost of turnover is high, and Butler has found that the cost of empowering employees is a no-brainer, and worth it many times over in the retention and internal growth of next-generation leaders. 

1. Stronger Employee Retention: “People want to work somewhere they feel valued,” Schulz explains. “We measure engagement through surveys and feedback, and leadership programs help employees see a future for themselves here.”
2. Better Prepared Leaders: Succession planning is a big deal. “We’re always looking ahead. If we don’t start developing future managers today, we’ll be scrambling when key people retire or move on.”
3. Stronger Business Performance: “At the end of the day, better leaders mean better teams, better service, and a better bottom line,” he adds. 

He says the goal is also to improve home life circumstances, which in turn, affects work performance. “If a person can go home and have a better relationship because they’ve learned communication skills they didn’t have before, I applaud those people. Mission accomplished.” 

How to Get Started

For companies looking to develop leadership training, Schulz offers these tips: 

1. Know Your Team’s Needs: “Every company is different. You have to figure out what your employees want and what your company needs,” Schulz says. Employee surveys and roundtable discussions can help identify gaps.
2. Make Sure It Aligns with Business Goals: Leadership training should support the company’s long-term vision. “Are your employees’ career goals in line with where the company is headed?” Schulz asks.
3. Evaluate Team Dynamics: Communication styles, generational differences, and job experience all play a role. “You’ve got to understand how your people work together before you can train them to be better leaders.”
4. Identify Development Gaps: “Where are you struggling? Onboarding? Retention? Career stagnation? Figure that out first, then build training around it.”
5. Leverage Outside Resources: Companies don’t have to create programs from scratch. “There are great books, consultants, and OEM training programs out there. Don’t be afraid to use them,” Schulz advises.
6. Get Buy-In from Leadership: “If your key leaders don’t support the program, it won’t take off. When employees see leadership invested in training, they’ll want to be a part of it.”

Schulz wraps up with a simple message for those looking to make a culture change in their dealership. “Leadership is about developing people, building strong teams and creating a culture where employees thrive,” he says. “When you invest in your people, they invest in your company.”

For those looking to build the next generation of leaders, engage employee  and improve culture, Butler Machinery’s approach proves that a well-structured leadership development program isn’t just good for employees — it’s good for business.