The role of a CEO is unparalleled within any organization, and Wilf Wikkerink, the Chief Executive Officer of Book Depot, understands the immense responsibility he bears to empower employees while driving the company’s growth and innovation.
Wikkerink is a rarity among CEOs in North America, having maintained his position for 15 years in an ever-evolving digital and technological landscape.
“I have learned to hire smart people and get out of the way,” said Wilf Wikkerink, who has served as Book Depot‘s Chief Executive Officer since 2009.
Wikkerink champions a people-first approach, fostering a culture of excellence at Book Depot where employees enjoy their work and collaborate enthusiastically to provide exceptional customer experiences.
Under Wikkerink’s leadership, Book Depot has emerged as North America’s largest bargain book wholesaler and retailer, with its employees at the core of its operations, a testament to his effective leadership.
An entrepreneurial culture has been pivotal to their success. They embrace technology to innovate and achieve operational excellence. Wikkerink expresses his admiration for his team’s leadership in innovation, strategy, and culture.
“As our business has grown over the years, I have had to let go of the day-to-day details and entrust those to our team,” Wikkerink said. “As an entrepreneur, I can best serve the organization by letting others manage the day-to-day details, allowing myself to think about the bigger picture and where we want to take the business in the future.”
Book Depot is the Best in Class
Book Depot has consistently been recognized as one of Canada’s Best Managed Companies. The 2024 Best Managed program award winners are among the best-in-class Canadian-owned and managed companies with revenues over $50 million, demonstrating leadership in strategy, capabilities and innovation, culture and commitment, and financials to achieve sustainable growth.
Every year, hundreds of entrepreneurial companies compete for this designation in a rigorous and independent process that evaluates the caliber of their management abilities and practices.
“We are proud to join a select group of Canadian companies who have inspired us with their leadership in innovation, strategy, and culture,” said Wikkerink. “We express our deepest thanks to the entire Book Depot family, our valued clients, and our many partners who have placed their trust in us for many years.”
Leadership Lessons from Wilf Wikkerink
Wikkerink imparts wisdom and hope to employees each year at the annual kickoff to Book Depot University (BDU). BDU offers courses to help team members grow as leaders and individuals. The Book Depot team is bound with 500 talented individuals from diverse backgrounds, united by a shared sense of purpose – Enchanting the Mind, one book at a time.
Last year, Wikkerink presented on the topic “Leadership Lessons I’ve Learned,” highlighting several vital pointers:
Lead by Example
Wilf Wikkerink believes in setting an example through actions, not just words. He learned the value of hard work from his father, a simple yet hard-working man who believes in demonstrating leadership in everyday tasks, whether picking up a piece of garbage or lending a hand to someone in need.
“My father has been an example to me of what servant leadership is all about,” said Wikkerink, born to Dutch immigrants on Vancouver Island who were dairy farmers. “My father was devoted to providing for my brothers and me and our mother; his rough, calloused hands were a testament to that. His faith in God, integrity, humility, and work ethic inspire me daily to do the right thing.”
Never Stop Learning
According to Wikkerink, leaders should be avid readers, engaging with books, newspapers, and podcasts. By exploring biographies, history, current events, and politics, leaders can gain broader perspectives that inform their future decisions. His involvement with TEC and Book Depot University (BDU) highlights the importance of continuous learning.
“There are so many wonderful books, but if I had to choose one for people to read, ‘Winning’ by Jack Welch definitely comes to mind,” Wikkerink said.
Be Humble
Wikkerink advocates for humility in leadership, noting that nothing should be beneath a leader. Inspired by the lyrics of an Alan Jackson song, he reflects on his journey, acknowledging that he had to overcome pride to let others show him his blind spots through coaching and mentorship. This humility has been a key factor in his personal and professional growth.
“Nothing should be below us because we are now ‘leaders,'” Wikkerink explains. “I’m reminded of the lyrics of an Alan Jackson song, where he says, ‘I’ve been a waiter, a roofer, a clerk. I’ve shoveled manure till my pride hurt. When you’re starting out, it’s all part of the work to do what I do.'”
The song is personal for Wikkerink. Growing up on a farm, he did every job imaginable, which taught him a lot about himself, life, and the value of hard work. He was even tasked with shoveling manure.
“Through them all, I learned the importance of putting in an honest day’s work, regardless of whether you loved the work or not. I was always taught that no matter your position in life, you should always put forth your best work,” said Wikkerink.
Take Risks
While advocating for calculated risks, Wikkerink highlights the necessity of making big bets when needed. He references the automation initiatives started in 2010 and the first sorter introduced in 2016 as pivotal moments for Book Depot.
Hire Slowly, Fire Quickly
Wikkerink believes in having the right people in the right roles. He emphasizes the need to coach underperformers or let them go quickly to avoid a negative impact on the team.
“Making the decision to move team members out of your organization is often the most difficult decision we have to make as leaders because you are dealing with people,” Wikkerink shares. “What we often forget, however, is that it is not just the lives of those we exit, but those who are left behind, and if you’re removing a ‘C player’ or someone who just isn’t a culture fit, the impact on the rest of your team is profound.”
Strong Work Ethic
Drawing from his father’s example, Wikkerink believes in the importance of hard work. He encourages leaders to roll up their sleeves and give extra effort when needed.
Listen and Observe
Wikkerink advises leaders to listen more than speak, observe, and coach their team in real-time. He believes in the value of coaching moments and working alongside the team to boost productivity and morale.
Trust and Delegate
Wikkerink stresses the importance of trusting the team and delegating tasks. He believes delegation is essential for efficiency and maximizing the team’s potential.
Hire People Smarter Than Yourself
Wikkerink admits that it took him years to appreciate the value of hiring individuals smarter than himself. He credits implementing the Entrepreneurial Operating System (EOS) for this understanding.
Take Care of Yourself
Wikkerink underscores the importance of self-care, including physical exercise, proper sleep, and a healthy diet. He also values spiritual time, which means quiet devotions each morning.
Unplug
Wikkerink speaks about the necessity of disconnecting from technology to recharge and emphasizes the value of going offline periodically.
“I have also taught myself that the business can run without me while I’m on vacation and regularly ‘go dark’ while away. Going dark means leaving the phone behind and never checking an email, answering a call, or responding to a text. It allows you to read great books, think more strategically about the business, and connect with your loved ones.”
Right People on the Bus
In a recent article penned by Wikkerink, he discussed the importance of having the right people on the bus, a concept from Jim Collins’ book “Good to Great.”
“It is often said that people are your greatest asset, but Jim Collins put it best in his bestseller ‘Good to Great’ when he wrote, ‘People are not your most important asset. The right people are,'” Wilf said.
Collins compared a company to a bus, emphasizing that having the right people in the right seats is crucial for driving the bus anywhere. Since people in our culture often spend more time with colleagues than with family, assembling the right team is paramount for building a successful and desirable workplace.
Over the years, Wilf has realized that attitude is critical to hiring and retaining the right people. “There’s a common saying: hire for attitude and train for skill. This is more relevant than ever as the pace of business change accelerates,” he noted.
Positive, engaged in the company’s vision, and adaptable employees are more willing to follow leaders into new, uncharted territories, he writes.
Successful teams are made up of people who love their work and feel like they’ve never worked a day. These individuals are passionate about work and life, displaying vigor in their hobbies, family, churches, and sports clubs and leading fulfilled and purposeful lives.
“If you find people with these qualities, do everything you can to retain, care for, grow, and reward them. This creates a team of A-players who are a pleasure to work with and consistently deliver results,” Wilf advised.
He concluded with a quote from Collins: “For no matter what we achieve, if we don’t spend most of our time with people we love and respect, we cannot possibly have a great life. But if we spend the vast majority of our time with people we love and respect – people we really enjoy being on the bus with and who will never disappoint us – then we will almost certainly have a great life, no matter where the bus goes. The people [we] interviewed from the good-to-great companies clearly loved what they did, largely because they loved who they did it with.”
