Wilf Wikkerink has made significant strides in the business world, particularly in the field of book distribution and business leadership. He is currently the CEO of Book Depot, a position he has held since joining the company in 2005. Prior to this role, Wikkerink spent nine fruitful years at Legacy Entertainment, where he was a Partner and Operations Director. During his tenure, he co-built one of the industry’s leading budget music companies, which was successfully sold to a UK-based firm.

Wikkerink is known for his commitment to business development, whether through organic growth or strategic acquisitions. He places a strong emphasis on building relationships and improving operations via automation and technology. With an academic background from Dordt University and a personal life enriched by his large family, Wikkerink brings a unique blend of personal values and professional acumen to his role.

In this interview, Wikkerink shares his insights about leadership, business strategy, and personal growth.

Could you tell us about your journey to becoming the CEO of Book Depot? What were the pivotal moments?

My journey to becoming the CEO of Book Depot was gradual and filled with learning experiences. I have always been deeply involved in operations and strategic planning, which started at Legacy Entertainment. One pivotal moment was the successful sale of our budget music company, which taught me the importance of building something sustainable and valuable. Joining Book Depot was an opportunity to apply what I learned, and my focus has been on driving growth through acquisitions and enhancing operational efficiency. Another critical aspect was fostering relationships within the industry; these connections have been invaluable.

How did your early life and education shape your career path?

Growing up on a dairy farm on Vancouver Island instilled in me a strong work ethic and a straightforward approach to problem-solving. My education at Dordt University laid the foundation for my understanding of business management principles. It was a combination of practical farm life and formal education that prepared me for the challenges in my career.

What strategies have you implemented at Book Depot to drive growth and success?

At Book Depot, we employ the Entrepreneurial Operating System (EOS), which has been a game changer for us. It’s a framework that helps us set clear, achievable goals and track progress through strategic priorities, known as “rocks.” Every quarter, we align on these priorities, ensuring everyone knows their role in achieving the company’s one-year and longer-term goals. This structured approach has helped us maintain focus and accountability.

Can you share an example of a significant acquisition that you led at Book Depot and its impact on the company?

One of our notable acquisitions was a competing book distributor that allowed us to expand our customer base and product offerings significantly. This move not only increased our market share but also enhanced our operational capabilities, allowing us to serve our customers better. The integration process was challenging but ultimately rewarding as it positioned us for further growth.

What do you believe are the most crucial qualities or skills a leader should possess?

A leader should lead by example, demonstrate a strong work ethic, and treat others with respect and humility. It’s about gaining trust through action and showing conviction in your decisions. Leaders must also have a vision and be capable of navigating the unknown. Hiring the right people and empowering them is crucial; you can’t do everything yourself.

How do you motivate your team to achieve outstanding results?

Motivation comes from shared vision and ownership. We practice “ownership thinking”, where everyone understands the company’s direction and goals and is empowered to make decisions. Regular meetings to discuss wins and challenges, coupled with recognition and incentives for top performers, drive our team to deliver excellent results.

Can you describe a time when you helped a colleague overcome a significant challenge?

A few years ago, we had an employee struggling with workflow management, which was impacting their productivity. We sat down to identify the root causes, which included a lack of clarity in role expectations and a need for better time management tools. By implementing the EOS framework, specifically its “delegate and elevate” tool, we were able to reorganize tasks based on personal strengths and interests. This not only improved the employee’s efficiency but also boosted their confidence.

What do you consider your greatest challenge as a leader, and how have you addressed it?

One of the greatest challenges has been keeping up with technological advancements and integrating them into our operations. I addressed this by investing in continuous learning and involving experts to guide us through the process. Joining TEC Canada, a CEO peer group, was a significant step as it provided insights and support from other leaders facing similar challenges.

How important are professional relationships in your business strategy, and how do you cultivate them?

Professional relationships are the backbone of our business strategy. They are built on trust and mutual respect, which develop over time. I believe in the power of face-to-face interactions. Whether it’s a meal with colleagues or partners, these moments are invaluable for brainstorming and building deeper connections. They provide opportunities to understand others better, which is crucial for mutual success.

Can you tell us about a relationship that has significantly influenced your career?

My partnership at Legacy Entertainment was highly influential. It taught me the value of collaboration and strategic alliances. Building a business from the ground up with my partner was an experience that shaped my leadership style and approach to business.

What are your future goals for Book Depot, and how do you plan to achieve them?

Looking ahead, my goal is to continue expanding our market presence while maintaining operational excellence. We aim to leverage technology further for efficiency and explore new markets for growth. Achieving these goals will require a committed team that shares this vision, and I plan to continue fostering a culture of innovation and ownership.

How do you ensure that you keep learning and evolving as a leader?

Continuous learning is crucial for personal and professional growth. Being part of TEC Canada has been instrumental in providing a platform to learn from peers and industry experts. It’s about staying curious and open to new ideas, constantly seeking feedback, and being willing to adapt.

Wilf Wikkerink exemplifies a leader who combines strategic vision with a personal touch, emphasizing the importance of relationships, continuous learning, and innovation. His journey from a dairy farm to leading a successful book distribution company is a testament to his dedication and leadership prowess.