Change doesn’t scare Shaun Tanner, it energizes him. As CEO of Winston Foodservice, Tanner brings an unconventional background to the corner office: he trained as a chef, traveled the world, and learned early on that admitting what you don’t know is often the smartest thing you can do.
His leadership philosophy? Stay approachable, keep it genuine, and never underestimate the power of humor to build connections. “Leaders need to be confident, but they have to be humble,” he says. “And you can even be confidently humble, which is even weirder.”
In this conversation, Tanner opens up about his perfect weekend, why people need change even when they don’t like it, and what separates a customer from a true partner. Fair warning: this isn’t your typical corporate interview. But as Tanner puts it: “I’m. Not. Normal.”
You trained as a chef. Maybe not everybody knows that you've traveled all over the world. How does that impact on how you lead?
I think as a chef, it’s really interesting, because you learn very quickly. There’s always ingredients that you don’t know, there’s dishes that you’ve never cooked, so you don’t know it all. And I think travel same thing like you just don’t know everything. And sometimes when you get immersed in your own world, there’s an opportunity to learn. So, I think what I try to do is I’m confident my ignorance and I try to tell everyone to do the same thing, be okay with it, and just always gain perspective.
What’s your favorite thing to do in your spare time? Better yet, describe your perfect weekend.
Okay, my perfect weekend. So, my perfect weekend probably has my wife and kid probably are on vacation somewhere else. Now I love them, and I love spending time with them, but the reality of having that like no pressure, having a moment to myself is huge. I would get up first thing in the morning. I would go golfing. I would probably play 36 holes in the day, and I’d probably do it both days, and sit at night, late at night, and watch Netflix.
What excites you most about the future of Winston?
Oh, God, change, I think, and I don’t, I don’t know if it’s just Winston or anything going on right now. There’s so much change in the world, more so than I could ever remember. And it’s not just because I’m in charge now and now. It sucks like there is change going on at a rapid pace, whether it’s AI, generational shift, whatever that is, And I think if we look at how we work 10 years as a company, we’re a better company. But I think one of the biggest things is, is our embracing of change in some capacity. So, there’s a lot of opportunities for growth and all that which is which is awesome but just doing things differently and not being stagnant is awesome, and I get bored very easily. So, change is a good thing for me.
Do you think people like change?
No, no, I think people need change, but most people don’t like it.
So how do you lead an organization that's made up of people, of humans? Through change?
You introduce a little change, and then you put the gas pedal down a little bit more, and the gas pedal down a little bit more, I think you show them how it can improve life, not make it harder.
What’s the last TV show that you binged?
The Boys.
At Winston we talk a lot about partnership, yeah, what's the difference in a customer and a partner?
Oh, it’s a relationship. So, if customers, I think it’s funny, because I think I think you can even have customers that you work with. I think the difference between a customer and a partner is, a customer is a transactional relationship. You are doing something because someone expects it, and therefore you do it. A partnership is you are really looking out for the best interest of both. And normally, I think it should be proportionally close. So, like, you’re going to give 50% effort, and I’m going to give 50% effort right.
Sum up your leadership style in three words.
I’m. Not. Normal. [laughs] I think it’s a great question. Approachable. I think, I think that’s a core. I think approachability has to be there. Genuine. Levity. I think humor and levity builds connections better than anything you can do when I’ve traveled overseas. I think, I think making jokes and having self-deprecating humor goes a very long way. So, when you can do that, I think it’s huge. And I think that’s what leaders should be. Leaders need to be confident, but they have to be humble. And you can even be confidently humble, which is even weirder, and I think that’s where I go. So, I always want to be myself. I always want to work hard, but if I’m if I’m doing all the right things, then you know, so I try to do.
