Charles Eitel Of Gulf Coast International Properties On Five Things You Need To Be A Highly Effective Leader During Uncertain & Turbulent Times
Never Give Up: Persistence is non-negotiable. There have been moments in my career when giving up might have seemed easier, but staying the course has always paid off. For example, during the COVID-19 crisis at Standard Furniture, we implemented tough measures to survive, and within six months, we returned to profitability.
As a part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Charles Eitel.
Charles Eitel is a seasoned visionary leader with over 40 years of experience in transforming and revitalizing organizations. Known for his exceptional ability to guide companies through challenging financial turnarounds, Charles has doubled revenues, optimized operational efficiency, and fostered cultures of excellence. His leadership is defined by a unique balance of strategic vision and people-centric values, emphasizing innovation and collaboration to drive sustainable growth.
Charles began his career at Carriage Industries, where he led the company’s remarkable turnaround, increasing revenue tenfold and orchestrating a successful IPO. He later served as COO of Interface, doubling revenue and pioneering groundbreaking innovations in the carpet industry. As CEO of Simmons Bedding Company, Charles revolutionized the mattress industry with the launch of the non-flip mattress and the luxury Beautyrest Black line, doubling revenue and significantly increasing profitability.
Over the years, Charles has held diverse leadership roles, including CEO, COO, and Board Member, for over 20 companies across various industries. His tenure includes leading Serta Simmons Bedding through a critical Chapter 11 restructuring and guiding Standard Furniture Manufacturing to profitability during the COVID-19 crisis. In addition to his corporate achievements, Charles is an accomplished author, keynote speaker, and recipient of numerous accolades, including the E&Y Entrepreneur of the Year Award.
Currently residing in Naples, Florida, Charles continues to influence the business world with his insights and dedication to fostering organizational success. His legacy is one of empowering teams, maximizing shareholder value, and leaving a lasting impact on every organization he leads.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
Thank you for having me. My journey began in 1981 at Carriage Industries, a carpet manufacturing company. At the time, the company was struggling financially, with only $8 million in revenue and operating losses. Over four years, we turned the business around, growing revenue to $80 million and achieving a $12 million operating income. This success culminated in a successful IPO in 1984. That experience was foundational in shaping my approach to leadership, emphasizing the balance of people-centric strategies and financial discipline.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
Early in my career, I was once overly eager to push a new product to market without properly gauging the readiness of the team and the production process. While the launch wasn’t a total disaster, the team had to scramble to fix logistical issues, and it was a lesson in patience and preparation. I learned that great leadership involves ensuring your team is fully aligned and ready before taking big steps.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
Throughout my career, I’ve had the privilege of working with many talented individuals, but one person who stands out is my first mentor at Carriage Industries. He taught me the importance of resilience and adaptability. Early in my career, when I was grappling with the challenges of turning around a struggling company, he reminded me that success often comes down to persistence and a clear focus on the goal. His advice to “keep people at the heart of every decision” shaped how I approach leadership to this day. That wisdom proved invaluable as I navigated complex situations across multiple industries.
Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?
Every organization I’ve led has had a clear purpose. At Simmons Bedding, our mission was to deliver high-quality sleep experiences to our customers. We pioneered innovations like the “non-flip” mattress, and we continually sought ways to improve both product quality and operational excellence. Purpose, for me, has always been about creating value that resonates deeply with both customers and employees.
Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
One standout moment was leading Serta Simmons Bedding through Chapter 11 bankruptcy in 2023. The situation demanded assembling a skilled team, making tough decisions, and maintaining transparent communication. By focusing on strategic repositioning and team collaboration, we navigated the crisis and set the company on a sustainable path forward.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
Giving up isn’t in my DNA. During challenging times, I remind myself of the people who depend on me — employees, customers, and stakeholders. What sustains me is knowing that leadership is about making a positive impact, even when the odds seem stacked against you.
Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?
One book that deeply influenced me is Good to Great by Jim Collins. It solidified my belief in the importance of getting the right people on the team and focusing on disciplined execution. I applied these principles while leading multiple organizations, and they consistently yielded transformative results.
What would you say is the most critical role of a leader during challenging times?
The most critical role of a leader is to provide clarity and direction while instilling confidence. People look to leaders for stability, and it’s our job to create an environment where they feel supported and empowered to perform at their best.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate, and engage their team?
Transparency is key. When people know the truth about the situation and understand the plan, they are more likely to stay engaged. Celebrate small wins along the way, and continuously reinforce how each person’s role contributes to the bigger picture.
What is the best way to communicate difficult news to one’s team and customers?
Honesty and empathy go a long way. When delivering tough news, I focus on being transparent while also sharing a path forward. People value authenticity, even in challenging circumstances.
How can a leader make plans when the future is so unpredictable?
Flexibility is essential. Leaders must create plans that allow for adjustments based on evolving circumstances. Scenario planning is a useful tool, enabling organizations to prepare for multiple potential outcomes.
What are the five most important things a business leader should do to lead effectively during uncertain and turbulent times?
- Courage: Leadership during turbulent times requires the courage to make bold decisions, even when the outcome isn’t guaranteed. At Simmons Bedding, we faced significant financial challenges, but by courageously pursuing innovations like the “non-flip” mattress and restructuring operations, we turned the company into an industry leader.
- Sell a Vision: People need hope and direction, especially in uncertain times. As a leader, it’s vital to paint a compelling vision for the future. At Carriage Industries, we rallied the team around the goal of achieving sustainable growth and operational excellence, which led to a remarkable turnaround and a successful IPO.
- Be a Strong Leader: Turbulence tests a leader’s strength. It’s crucial to remain decisive and calm under pressure. While leading Serta Simmons Bedding through Chapter 11, I made tough calls to stabilize the business and rebuild it with a solid foundation for long-term success.
- Believe Anything Is Possible: Optimism is contagious. Believing in the potential for success can inspire teams to push boundaries. At Interface, we doubled revenues and tripled operating income by embracing a belief in innovation and cultural transformation, proving that even ambitious goals are achievable with the right mindset.
- Never Give Up: Persistence is non-negotiable. There have been moments in my career when giving up might have seemed easier, but staying the course has always paid off. For example, during the COVID-19 crisis at Standard Furniture, we implemented tough measures to survive, and within six months, we returned to profitability.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“Success is not final, failure is not fatal: it is the courage to continue that counts.” This resonates with me because every leadership journey involves highs and lows. The key is to keep moving forward.
How can our readers further follow your work?
You can follow my insights and updates through my LinkedIn profile or my published books.
Thank you so much for sharing these important insights. We wish you continued success and good health!
Charles Eitel Of Gulf Coast International Properties On Five Things You Need To Be A Highly… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.