Lessons From My First Toolbox

Long before I ever managed an IT team or led a digital transformation, I was a kid in a garage trying to make sense of an engine that didn’t run. I didn’t have formal training or fancy tools. I had curiosity, a wrench set, and the belief that anything broken could be fixed if I understood how it worked.

That mindset followed me into adulthood and eventually into my career. Today, as a VP of IT, I often realize that the way I think through technical and organizational challenges comes directly from those early days working on cars. Mechanics and IT leaders might work in different environments, but the way they problem solve is surprisingly similar.

Good mechanics know how to diagnose issues, understand systems, iterate on solutions, and stay calm under pressure. Good IT leaders do the same.

Start With a Clear Diagnosis

When a car makes a strange noise or starts shaking, an experienced mechanic doesn’t jump to conclusions. They listen. They ask questions. They test. They break the problem down piece by piece until the real issue reveals itself.

I take the same approach in IT. When a system fails or a team hits a roadblock, the worst thing you can do is rush into action before you understand the root cause. Quick fixes without proper diagnosis usually create bigger problems later.

Instead, I start by gathering data. I ask the people closest to the issue what they’re seeing. I review logs, patterns, and recent changes. I map the symptoms before deciding on next steps. This method isn’t fancy. It’s practical. And it prevents wasted time, frustration, and unnecessary rework.

A mechanic never repairs what isn’t broken. An IT leader shouldn’t either.

Understand the Whole System

One of the biggest lessons I learned in the garage is that nothing exists in isolation. A misfiring spark plug might be caused by a fuel issue. A failing alternator might show up as a dead battery. Cars are systems where everything connects.

The same is true for organizations. Problems rarely belong to one team or one department. A slowdown in software performance might be tied to process gaps in another group or a communication issue between teams.

Effective IT leaders look at the entire organizational engine, not just one component. We ask questions like:

• Is this a technical problem or a people problem?
  
• Is this issue caused by a broken process or unclear expectations?
  
• How does this change impact downstream teams?
  

When you think like a mechanic, you stop treating symptoms and start addressing systems.

Get Your Hands Dirty

Leadership isn’t about staying in an office while everyone else does the work. The best leaders I have known, whether in IT or in mechanics, are willing to get close to the problem. They show up. They dig in. They learn alongside their teams.

When I work with global support teams, I often shadow frontline technicians. I watch how they troubleshoot issues. I ask about the friction they face. These hands-on moments give me insight I would never get from a dashboard or report.

Being hands-on doesn’t mean doing someone else’s job. It means understanding their reality well enough to lead them effectively. Mechanics learn by touching the engine. IT leaders learn by staying connected to real workflows and real struggles.

Iterate Until You Get It Right

In the garage, the first fix rarely works perfectly. Sometimes you replace a part only to discover another issue underneath. Sometimes the solution you thought was right needs adjustment. Iteration is part of the process. You refine until the engine runs smoothly.

In IT leadership, iteration is just as important. Whether you’re rolling out a new platform, redesigning a workflow, or restructuring a team, the first version won’t be perfect. It shouldn’t be.

I encourage my teams to pilot ideas, gather feedback, and continuously refine. We don’t wait for perfection. We focus on progress. The best leaders know when to adjust and when to try again. Iteration isn’t a sign of mistakes. It is a sign of learning.

Mechanics don’t get frustrated when an engine needs tuning. IT leaders shouldn’t get frustrated when a strategy needs refinement.

Stay Calm Under Pressure

Anyone who has ever worked on a car knows the feeling of discovering a bigger issue than expected. Maybe a seized bolt won’t budge or a repair uncovers an even deeper problem. Panic doesn’t help. Patience does.

In IT, pressure is constant. Systems go down. Deadlines approach. Teams feel overwhelmed. Leaders who stay calm set the tone for everyone else. I have always found that when I slow down and focus on what I can control, the team follows my lead.

Calm doesn’t mean ignoring urgency. It means approaching urgent problems with focus instead of fear. Mechanics know that losing patience can break parts. IT leaders know that losing patience can break trust.

Use the Right Tools for the Job

Every mechanic knows that having the right tool saves time and prevents damage. You don’t use pliers when you need a torque wrench.

In the digital workplace, tools matter just as much. But the right tools aren’t always the most advanced ones. They are the ones that fit the problem and the people using them. A simple automation script might save more time than a complex platform. A single dashboard might provide more clarity than a full suite of software.

The trick is to choose tools intentionally, not reactively. Tools should empower teams, not overwhelm them.

Curiosity Drives Innovation

The best mechanics are naturally curious. They take apart working engines just to understand how they function. They tinker. They experiment. They improve.

I bring that same curiosity into IT. When we stay curious, we keep learning. We discover better processes. We explore new technologies. We avoid getting stuck in old habits.

Curiosity keeps teams innovative and leaders open-minded. It is the fuel that drives long-term progress.

Leading With a Mechanic’s Mindset

When I reflect on my leadership style, I realize that much of it comes from the way I learned to troubleshoot cars as a teenager. Diagnosing carefully, understanding systems, staying hands-on, iterating constantly, and staying calm under pressure all help me navigate complex organizational challenges.

Thinking like a mechanic helps IT leaders stay grounded and practical. It reminds us that every problem has a root cause, every team needs the right tools, and every system runs better when the people behind it feel supported.

Technology may evolve, but the principles of good problem-solving stay timeless. And sometimes the best leadership lessons come not from the boardroom but from a quiet garage with an open hood and oil-stained hands.