Kory Dogs
October 17, 2024
Success Chronicles welcomes Charlie Walker, the president and CEO of the Chippewa Economic Development Corporation and a principal at The Diligence Group, as Coach Kory Dogs explores his transformative journey and insights on leadership in today’s economic landscape. With over 20 years of experience in economic development, Charlie shares his journey from a military upbringing in Texas to his role in fostering entrepreneurial growth in Wisconsin. He discusses his evolution as a leader, highlighting his adaptive leadership style, which they humorously term “chameleon leadership.” Charlie emphasizes the importance of mentorship in his career and recounts his experiences in starting and selling businesses, revealing how personal challenges, such as a difficult divorce, reshaped his approach to work and life balance.
Charlie also delves into the dynamics of site selection in today’s economy, especially in light of remote work trends. He explains how data analytics and artificial intelligence have transformed the decision-making process for businesses seeking new locations. Throughout the conversation, he reflects on the need for collaboration and a strong team, recognizing that success is built on the contributions of others. His insights provide valuable lessons on entrepreneurship, leadership, and the importance of finding balance in both professional and personal realms.
Podcast Transcript:
Kory Dogs: Hi, everyone. This is Coach Kory Dogs with ActionCOACH, and I’m excited to have Charlie Walker with us today. He’s the president and CEO of the Chippewa Economic Development Corporation and a principal at The Diligence Group. Charlie is a leader and innovator in economic development, with over 20 years of experience. He frequently lectures and consults on strategic site location, planning, and organizational analytics for expanding firms. He also advises on global business development strategies and helps clients with their site selection process. The Chippewa Economic Development Corporation aims to foster a strong economic environment in the Chippewa Valley by supporting entrepreneurial growth. The Diligence Group is a consulting firm specializing in economic development and site location, collaborating with entrepreneurs, organizations, governments, and companies across industries.
A fun fact about Charlie: he’s ambidextrous!
Which hand will you write with today?
Charlie Walker: Today, I’ll go right-handed.
Kory: Alright, he’s going with his right hand today! His favorite pastime is admiring great storytellers—people who can craft a narrative that resonates with the human experience. He enjoys museums, lectures, and other storytelling mediums to hone his own storytelling skills.
Something he’s most proud of is his wife, Donna, for sticking with him. He admits he’s a workaholic, an overachiever, and sometimes difficult, but she keeps him grounded and makes him a better person. He admires her wisdom. With that, it’s my pleasure to welcome Charlie Walker to the show. Hello, Charlie!
Charlie: Hey, it’s great to be here, Kory. It’s a fantastic day, and life’s grand. It’s amazing, the things we’re working on this summer.
Kory: It’s already mid-summer here in Wisconsin—time sure flies! Let’s jump into some questions.
Charlie: Yeah, let’s have a conversation.
Kory: Tell us a bit about your personal story. Where were you born, and how did you end up in the Chippewa Valley?
Charlie: Well, as you can probably tell from my accent, I’m from the South. I was born in a small town near San Angelo, Texas, in West Texas. My dad was in the military, so we moved around a lot—Fort Ord, Fort Bliss, Germany, Fort Sam Houston, and more. Growing up in a military family, there was a lot of discipline. When my dad was home, everything had to be tidy. But when he wasn’t, we could relax a bit. I went to school at Angelo State and got my master’s from the University of Texas.
I got into economic development by accident. I started my own business, built it, sold it, and started another one. I didn’t know I needed help, but I went to the small business incubator, and they helped me. I liked what they were doing and stayed in touch, eventually catching the entrepreneurial bug. I failed at a few ventures, including real estate during the housing crisis, but I kept going. The more I surrounded myself with mentors and economic developers, the better I did, and I realized I could do that too.
Kory: Did all that take place in Texas?
Charlie: Yes, Texas, New Mexico, California. I had some great mentors who introduced me to site selection and finding the right location for businesses. My dad, after retiring from the military, had a research company working with data analytics and cell services. It’s fascinating how that’s come full circle today, with data being pulled from cell phones and towers. I enjoyed helping entrepreneurs and learning from them while giving back.
I ended up in Wisconsin because of barbecue! I was in Waco, Texas, having barbecue, and I met a man with a funny accent. He said he was from Wisconsin. We talked about the Packers, Cowboys, and what I do for a living. He was a headhunter, and he had a client in Wisconsin looking for someone in economic development. He asked if I knew where Chippewa Falls was, and of course, I did. The founder of the supercomputer, Seymour Cray, was from there. I thought of it as a suburb of Eau Claire, and the rest is history. I interviewed, liked the folks here, and decided to make the move.
Kory: What a journey! How long have you been in Eau Claire?
Charlie: About 15, 16 years—who’s counting?
Kory: I assume you didn’t interview in the wintertime?
Charlie: I knew what to expect from my time working in Alaska. The nice thing about Wisconsin is that it has four beautiful seasons, unlike places where it’s 118 degrees half the year.
Kory: Yeah, I lived in Atlanta for a while, and it’s just too sticky and hot.
Charlie: Exactly—I’ll take Wisconsin any day!
Kory: Let’s switch to leadership. How would you describe your leadership style?
Charlie: It’s situational. I used to be more laissez-faire, hiring the right people and letting them do their jobs. But as times change, I’ve become more adaptive. I adjust my leadership style to fit the situation, whether it’s being more hands-on with accountability or letting a great team work independently. You have to be able to navigate different leadership approaches depending on the people and organizations you’re working with.
Kory: So, did we just coin a new term—”chameleon leadership?”
Charlie: I like that! I was thinking of “shape-shifting leadership,” but “chameleon” works. You really have to adapt to different situations and teams.
Kory: You’ve got two main roles—working with the Chippewa Economic Development Corporation and The Diligence Group. Tell us more about each.
Charlie: The Diligent Group started 20 years ago. My dad said, “Hey, I’ve got a client in California. You’re already there, can you do some analysis? We don’t want to travel that far.” And that’s how it began—a third-eye review of site selection. I’m currently working with a client from Dallas who has a list of things to review. I’m not coaching him but providing a third perspective on what to expect in the process and what red flags to look for. This way, he gathers the necessary information without wasting time on meaningless data. Sometimes it’s a lot of spreadsheet work; other times, I’ll get a call asking if I can spend a few hours visiting a community to verify certain things.
In the economic development or relocation game, I analyze communities, and 99% of the time, they don’t even know I’m there. I’ll explore the town at night, assess crime rates, community feel, and architecture, and prepare a three-page report. Especially when core management is moving, I’ll check out the school district and give feedback on what I hear and think. Then there’s the debate: qualitative vs. quantitative data. It’s a bit of both. You need boots on the ground, talking to people and absorbing their stories. In the past, this might have been dismissed, but today, it’s invaluable.
Kory: Having spent all that time in your industry, with COVID being a major disruptor, how has site selection changed with remote and hybrid work?
Charlie: That’s a good question. Artificial intelligence plays a big role now, helping us find locations and labor. AI pulls a lot of the data on where people are going, but it also depends on the industry. For manufacturers, you can’t bring machinery into a garage, right? So the location is crucial—where the next industrial park will be, where the power will come from. These things aren’t always readily available, and it can take a year or more to secure them.
On top of that, there’s the labor aspect—what kind of labor can we get, and what jobs can be remote? It starts with internal conversations with the client. Each internal team member has their own focus—HR is concerned with filling positions, production managers with efficiency. Everyone brings their bias, and we sort through it. At the end of the day, the board and management care about profits and risks. I’m just one small piece of the puzzle, like one sheet in a big workbook.
Kory: That’s fascinating. The economy ebbs and flows, and your experience seems incredibly valuable in navigating these changes.
Charlie: From an academic standpoint, that’s where my expertise comes in. I help organizations and entrepreneurs move from the garage to a physical location. My background in Chippewa economic development gives me the skills to make decisions efficiently and better than competitors.
Kory: You mentioned you’ve started, failed, and sold several businesses. What was your journey like in realizing you could lead and own businesses?
Charlie: Honestly, I don’t think I ever truly realized it. As an entrepreneur, there’s always that fear of failure driving you to work all the time. For me, it wasn’t about thinking I could do it; it was the fear that kept me going. I wasn’t wise enough to know what I didn’t know, so I thought I could do everything. That’s the typical entrepreneur mindset—”I can do it all.”
But the turning point came during my divorce. Hearing “I married you for your potential” was a tough realization that I wasn’t meeting expectations. That’s when I knew I needed help. I couldn’t do everything on my own. I needed a team. Through that process, I learned to be a better entrepreneur.
Kory: That makes total sense. It takes a lot to get to that point, though, as many entrepreneurs still try to do everything themselves.
Charlie: The divorce was my turning point. It made me realize I needed help, especially with my personal life falling apart, even though my business was doing well. I sold the business, made some money, but didn’t anticipate the tax bill—capital gains, right? I was just dealing with things as they happened, not realizing I wasn’t doing well. The divorce forced me to rethink things. It wasn’t about the money. It was about who I was becoming, and I didn’t like it. That’s when I knew I needed a team, balance, and a better life.
Kory: Wow, thanks for sharing! I love hearing about people’s journeys and how they got to where we are today.
Charlie: Absolutely! There comes a point when you realize, “If it’s not fun, we’re not doing it.” But sometimes, you don’t even know what fun really is because you’re caught up in it. You have this idea that it’s enjoyable, but then you look around and think, “Wow, this isn’t worth it.” It’s an epiphany that often coincides with personal turmoil. Financially, things might be stable, but at what cost personally? That was my tipping point. I decided to work with a dedicated team, choosing clients carefully. In the past, I would say yes to everything, often missing my son’s football games just to meet demands. Now, I maintain a balance, working with three or four clients a year, some projects lasting six months to a year. It’s selective work, but it generates the revenue I need. On the corporate side, we’re growing, having fun, and achieving our metrics. I couldn’t have reached this point without a solid team. I trust them to handle projects without needing to micromanage.
Kory: That’s great! You mentioned several tipping points. For me, after 20 years in corporate America, I traveled a lot. While I was making good money, I missed my son’s first and only home run. That was my wake-up call. I realized I needed to find a better balance in my life. That’s a powerful moment. In hindsight, what would you have done differently?
Charlie: I would have never sold my first business. It was an emotional decision influenced by personal issues. I should have taken my time, sought advice, and truly evaluated my business’s worth. At the time, I thought I was getting a good deal, but reflecting back, I realize I made that decision too quickly. The money looked enticing, and I thought it would improve my family life, but I learned that business decisions should be made thoughtfully, not emotionally.
Kory: There are many myths about being a business owner. Are there any you’d like to dispel?
Charlie: People often think I know everything happening in the organization and that I’m fully aware of all operations. The truth is, there’s so much that happens behind the scenes that I don’t see. I rely on my team, like Brittany, who handles many things exceptionally well. I understand that my success depends on their contributions.
Kory: That’s a testament to your leadership and team dynamics.
Charlie: Yes, building that management team takes time. Many people assume I’m responsible for everything, but I owe a lot to my team’s hard work and insight, even if I don’t always have the details.
Kory: What’s something new you want to learn outside of work?
Charlie: Well, I’m trying to learn Spanish. I enjoy traveling, and mastering the language is a personal goal of mine. I’ve realized I need to invest more effort to achieve this, but it’s important to me.
Kory: Good luck with that!
Charlie: Thank you! I want to reach a level where I can tell stories in Spanish, not just speak tourist phrases. I wish I’d learned it when I was younger, but my goal is to be fluent within the next year.
Kory: What’s the next big thing for you and your business?
Charlie: On the Diligent Group side, I’m focusing on the “travel agency” aspect of our business. I’m exploring site selection and developing software and analytics that can help small business owners. Many entrepreneurs want guidance, especially when they’re considering new locations. I aim to create a self-analysis tool for them.
On the corporate side with Chippewa Economic Development, we’re advancing workforce initiatives. Manufacturing often has a negative perception, but we’re seeing a shift. With rising educational costs, more people are realizing the benefits of manufacturing careers. We’re actively working on building a new talent pipeline and developing the next industrial park, ensuring it has the right infrastructure for growth.
Kory: The power of planning is crucial. Without it, you’ll end up anywhere!
Charlie: Absolutely!
Kory: Lastly, what advice would you give to business owners trying to do everything on their own, like you once did?
Charlie: It takes more strength and wisdom to ask for help. That’s my advice. Initially, it might feel like a pride issue, but it’s important to overcome that. We’re talking about money here—more help can lead to more income. Before diving into the business, we must recognize our need for assistance. Surround yourself with supportive people who can guide you, especially during tough times. It’s not just about whether you accept their advice; it’s about developing the skill to listen and evaluate it.
The key is to understand that advice has value, and be willing to invest in it. Many entrepreneurs hesitate, thinking they can obtain free advice. They often miss the point that recognizing the need for help means understanding its worth. When asking for assistance, view it as a valuable investment. I appreciate being on your show because your coaching can make a significant difference. Many businesses dismiss the need for help, but once they realize its value, they’ll see how affordable it truly is.
Kory: It needs to be an investment.
Charlie: Exactly! People sometimes equate seeking help with small purchases like a Coke or a hamburger, but it’s more like investing in a 401(k)—it’s about future returns. When you recognize that you need help, don’t shy away from asking, but also understand that it may not be free. Sometimes, while I don’t charge, I may ask for a favor in return down the line.
Kory: Everyone’s ready to give free advice, right?
Charlie: Exactly. When I seek help, I clearly communicate what I need and set expectations. If it doesn’t work out, that’s fine, but I hope that when I reach out for assistance later, it will be honored.
Kory: Alright, that’s great. How can someone connect with you?
Charlie: The easiest way to reach me is through email at cwalker@chippewa-wi.com. I don’t actively manage my website or social media, but I do check my email regularly. Like you, I receive 60 to 70 emails a day, and I try to balance that with family time. I read every email—even if I don’t respond to all of them. If your listeners have questions or need guidance, I’d be happy to help.
Kory: Alright, thanks! One last thing: many people have influenced your journey. Anyone you’d like to shout out before we wrap up?
Charlie: Absolutely! My dad, who passed away during COVID, was a huge influence. Bob Addie and Bob Armstrong are others who have shaped my journey. I miss those “old timers” who would share a cup of coffee and vent together. My wife keeps me grounded now, so thanks to her for everything. Thank you, Kory, and to your listeners. I hope I’ve shared some valuable insights, and I look forward to staying in touch.
Kory: Thanks for joining us today! It was a pleasure getting to know you.
Charlie: Thank you! Let me know how I can help, and I’ll promote this as well.