The cleaning and facility solutions industry is full of diverse career paths, but one common thread unites its leaders: Resilience.

That theme echoed throughout the recent ISSA Emerging Leaders webinar, Leadership Panel: Secrets to Success from Industry Executives, which featured four executives sharing candid lessons from their journeys: Jeannie Henderson, CEO of Jeannie Cleaning; Laurie Sewell, president and CEO of Servicon; Kevin Chow, president and CEO of Triple S; and Katie Bryant, director of distribution sales with Aunt Flow.

The event, moderated by Heather Gosewisch and Iris Weinstein from the ISSA Emerging Leaders program, was designed to help young professionals grow their careers, build networks, and find inspiration from those who have successfully navigated the industry.

Reinvention, humility, and the hard lessons of leadership

For Jeannie Henderson, success came only after a humbling first year. After three decades in the restaurant franchise business, she assumed running a cleaning company would be easier. She quickly learned otherwise.

Her residential cleaning team members worked remotely and independently, unlike the bustling, high-energy restaurant teams she was used to managing. “I thought being kind meant never saying no,” Henderson recalled, explaining how leniency nearly drove her business under. The turning point came when she embraced structure—policies, accountability, and culture-building systems. Those changes allowed her company to expand to over 40 employees and multiple locations, while also launching new ventures in manufacturing.

Her takeaway for new leaders? Kindness is not weakness—but it must be paired with clear expectations and strong culture.

Taking bold risks and seizing opportunities

For Laurie Sewell, boldness paid off early in her career. She shared a pivotal moment when, as a young professional, she marched into the office of a vice president at a major supplier after spotting a pricing issue. She didn’t have an appointment—just the memory of him once saying, “Stop by sometime.”

“I just turned off, parked, and walked in,” Sewell said. That unplanned act led to a productive conversation and a resolution. More importantly, it taught her that titles and hierarchies should not prevent leaders from speaking up.

Over three decades, Sewell has grown with Servicon, becoming its president and CEO and leading 2,800 employees across 14 states. Along the way, she invested heavily in building relationships through ISSA and other organizations. She stressed that the industry thrives on trust, authenticity, and human connection. “It’s hard work,” she said, “but it’s good work—and it’s the people that keep me motivated.”

Perception vs. perspective: Leading with empathy

Kevin Chow’s journey into leadership was unconventional. A self-described “black sheep” of his family, he bounced from Fortune 500 companies to distribution networks before eventually being tapped to lead Triple S, a national network of independent distributors.

Chow emphasized the importance of empathy and individualized leadership. Too often, he explained, managers lead based on perception—what they think they know about people. “But perception can be narrow-minded,” he said. “Perspective means recognizing that each person has something going on in their lives, and you have to meet them where they are.”

He also highlighted the deep relationships that define the jan/san community. At a recent board event, he said, even spouses of members noticed the difference: “They told me, ‘It’s heart. Everything here comes from the heart.’” For Chow, that sense of family is what keeps him committed to the industry.

Taking risks, redefining balance, and investing in yourself

Katie Bryant, the youngest panelist, brought a fresh perspective. Just a few years ago, she was teaching high school students with disabilities. During the pandemic, she reexamined her future and took the leap into an accelerated MBA program. A chance encounter with Aunt Flow’s products led her to join the company, where she quickly rose through sales roles.

Bryant admitted she often felt underqualified—lacking distribution experience, for example, when she proposed expanding Aunt Flow’s strategy to include distributors. But she leaned on curiosity, mentors, and sheer persistence. Within two years, distribution now accounts for more than 70% of the company’s revenue.

Her advice to peers: “Be willing to take calculated risks. Sometimes you won’t have all the answers—but you can roll up your sleeves and figure it out.”

As a new mother, Bryant also spoke candidly about redefining balance. She no longer works nights and weekends as she once did, instead setting firm boundaries around family time. “It’s okay to readjust,” she said. “It’s about what you’re comfortable with.”

Common threads: Mentorship, mindset, and mission

Across all four executives, a few themes stood out. First, mentorship is critical. Henderson credited finding industry peers and mentors as the lifeline that saved her business. Sewell pointed to mentors like Linda Silverman and Stephen Ashkin, who shaped her career. Chow created his own executive development program to prepare future leaders in family-run businesses. Bryant leaned heavily on leaders who “took a chance” on her.

Second, mindset matters. Sewell noted that many leaders never truly feel “ready” and often struggle with imposter syndrome, but growth comes by stepping into opportunities anyway. Chow cited Japanese philosophies like kaizen (small, daily improvements) and shoshin (the beginner’s mindset) as guides. Henderson recommended Simon Sinek’s The Infinite Game for leaders seeking purpose beyond profits, while Bryant pointed to Mel Robbins’ podcasts for motivation.

Finally, all agreed that mission fuels motivation. Whether it’s cleaning for health, improving workplaces, or championing period equity, leaders must help their teams see the broader impact of their work. As Henderson put it, “We don’t just clean toilets. We improve people’s lives every single day.”

A playbook for emerging leaders

The stories shared during the ISSA Emerging Leaders panel highlight that leadership is rarely a straight path. It’s forged in setbacks, bold risks, unexpected opportunities, and the courage to keep growing.

For young professionals, the panelists’ advice was clear: seek mentors, build genuine relationships, take calculated risks, embrace discomfort, and remember the bigger mission behind the work. In an industry that thrives on people, authenticity and heart are the real secrets to success.

Learn more about the ISSA Emerging Leaders program.