On a Saturday in early March 2010, Will Knecht was delivering some product for customers when he got a call on his cell phone, “Will, come back to the forge, it’s on fire.” He hustled back to find his flagship store, corporate offices and work shop of Wendell August Forge up in flames.
Knecht, president of the company, a retailer and manufacturer of handcrafted metalware and giftware that employs 106 people, couldn’t believe what he was seeing. As firefighters went to work, Knecht says he didn’t think the damage was going to be as bad as it ended up being.
“As that was burning, I had a very interesting peace about me that day,” he says. “I wasn’t anxious, I wasn’t stressed; it was what it was, and I really trusted the Lord that he knew what he was doing even though I didn’t.”
As the fire roared on, more Wendell employees came to the site where Knecht led them in a prayer, which ultimately set the tone for rebuilding and moving forward.
“As we broke that circle it was absolutely like the lights had been turned back on, and we were all about what do we do next. What are the next steps? What do we need to do to get back up and going?”
To add pressure to getting back to work and refocused, the company had just landed its biggest order in its history.
“We got an order from the Pittsburgh Penguins … two days before the fire,” Knecht says. “We were able to create 20,000 replica tickets of the last game at the Mellon Arena and we were able to deliver those on time.”
The Penguins order was a game changer for the company and following the fire it helped to keep Wendell August motivated and in business.
“That order took on added significance because it was the rallying point,” Knecht says. “We were going to deliver that and it put everything in focus.”
The first step Knecht had to take was to rally his employees and change their demeanor from wondering what was next to focusing on getting past the fire.
“As you can imagine … there was a lot of fear,” he says. “This fire wasn’t the end of the game. This was the closing of a chapter or the closing of a book on Wendell August and at the same time, that day was the opening and writing of a new book. We conveyed that confidence to each of our employees and said, ‘We’ve got to go about getting it done now and turning this around. This is a temporary setback, but we’re going to be OK.’”
Knecht did everything he could to continually communicate that Wendell August would make it through this hardship.
“Having faith, for me, was the cornerstone, but what that gave me was a sense of purpose and direction and clarity that it was incumbent upon me to communicate,” he says. “My job became the chief communicator inside and outside. I had to provide the stability. They had to see in me a calm and peace, strength, confidence, and they had to see a future focus.
“Bad things are going to happen. It might not be a fire, but a company might lose its biggest account. A company might lose a key employee. The leader’s job is to overcommunicate a sense of calm, a sense of focus and a sense of direction. That’s what we were able to do immediately after that fire. You have to communicate that clearly, directly and consistently. That’s what they needed from me. They didn’t need me to make the product or make a big sale. They needed me to calm and steady the ship.”
Eventually the company got itself back on track, and Knecht had to keep his employees motivated.
“When you go through a cataclysmic event like we did, it’s all about the here and now and getting us through today,” he says. “Then you change gears when you get through an event like that and you have to execute and get back to business basics. You’ve got to stay the course. You need to overcommunicate and you as the leader need to become the bridge to move on to the next phase of life. Put it behind you and change your demeanor, communicate and focus and then begin to throw the vision forward and cast that vision for the employees.”
HOW TO REACH: Wendell August Forge, (800) 923-4438 or www.wendellaugust.com
Wendell August was opened to exciting opportunities because of the fire and being forced to think in new and different ways.
“There is a realization on all of our parts that we are an almost 90-year-old company, so we’ve got a tremendous foundation, but we’re basically rewriting the book and we have this blank canvas now to paint on,” says Will Knecht, president. “There’s an energy and there’s an excitement about some of the new directions we’re headed.”
The Penguins order put the company into the realm of licensed products, which is today a big focus that the company is moving on significantly as part of the future.
“That Penguins order … and the success that we had with that allows us to talk to some teams in Major League Baseball and the NFL and other NHL teams,” he says. “You have to look outside of yourself and think differently and open your mind. One of the things we did was we weren’t stuck in a ‘This is how we’ve always done it.’ We as a company opened our horizons and we looked at what the possible was. What can we do now that we have this great foundation of a company yet a blank canvas to paint? That’s what I would challenge business folks who go through an event such as this to open their mind to the opportunities sometimes you don’t see when business is going as business as usual.”