Leadership is not always defined by the opportunities you receive, but by how you respond to the ones you don’t. Griff Shapack, product engineering manager at Simpson Strong-Tie, embodies this mindset. Rather than accepting rejection as a missed opportunity, Griff used it as motivation to grow, turning constructive feedback into a roadmap for becoming the leader he aspired to be.
After joining Simpson Strong-Tie in 2015 as an associate engineer, Griff steadily progressed through engineering roles, developing both his technical expertise and leadership potential. When an engineering manager position opened within his group in 2022, he knew it was a role he wanted to pursue. Drawing from his past indirect management experience collaborating with Simpson’s Vietnam team, Griff applied for this opportunity to take the next step in his career.
Preparing for the interview, Griff reached out to colleagues across the company, seeking advice from individuals in different branches and departments. Although most were not involved in the hiring process, they were eager to share their experiences, offer advice and provide feedback. Those conversations not only strengthened his preparation but also helped him build valuable relationships across the company.
Despite weeks of preparation, Griff was informed he had not been selected for the position. Although disappointed, he chose to view the experience as the beginning of his development rather than the end of an opportunity. With guidance from his manager, Marlou, and several members of the leadership team, Griff received detailed feedback and worked with them to create a development plan focused on strengthening his leadership skills.
Determined to improve his leadership potential, Griff put that feedback into action. He joined a local Toastmasters club to strengthen his public speaking, volunteered for leadership roles on special project teams to gain experience and regularly revisited his development plan with his manager. After Griff started working on this plan, two engineering manager roles opened up in different parts of the department. He knew these roles were not a perfect fit, but he applied and interviewed for them anyway. This was a valuable experience and allowed him to connect with more colleagues outside his team. Rather than allowing his weaknesses to define him, Griff transformed them into opportunities.
Two years later, another engineering manager position became available. This time, Griff was able to demonstrate not only his engineering expertise, but the intentional growth he had achieved since his first interview. In July 2024, Griff accomplished his goal and now leads a team of seven product engineers supporting Simpson Strong-Tie’s fastener and anchor product lines.
Looking back, Griff recognizes that the greatest takeaway from his journey was not simply earning the promotion — it was the people who invested in his growth along the way. The willingness of coworkers to offer advice and the leadership team’s commitment to providing honest, actionable feedback exemplified Barclay Simpson’s principles of Enabling Growth and Long-Range View. “Not getting that first role was disappointing, but looking back, it was exactly what I needed. That feedback helped me become the leader I strive to be today.”
