By Amelia Roland 
As a lifelong entrepreneur and award-winning business leader, Lawrence Krimker has led teams of all sizes across various industries — from small start-ups, to large established companies, he’s led teams as small as five to as large as 600.
His leadership journey began with a window cleaning company he started in university, employing fellow students. And that journey continues today, with the launch of his new business venture Vitacoach, a supplements company connecting personal trainers with their clients. In between, Krimker founded and led Simply Green, which later acquired other companies and became Simply Group, a home energy solutions company that reached over $2 billion in assets.
During his years at the helm of Simply Group, from 2013-2023, the company was named Business of the Year, was named one of the 50 best places to work in Canada for six straight years, and Krimker was named EY Young Entrepreneur of the Year.
Managing small vs large teams
When it comes to leading successful teams, Krimker says there are — obviously — some key differences between managing a smaller team or guiding a large organization. There are distinct challenges and nuances of managing teams of different sizes.
With small teams, leaders can directly influence team morale and are often involved in the daily problem-solving process. Leaders in small teams, perhaps more than in large teams, need to lead by example, demonstrate positive values, and create a conducive work environment. When leading smaller teams, Krimker’s focus is direct mentorship and hands-on support. Close-knit teams benefit from regular check-ins, personal guidance, and a collaborative atmosphere where leaders and employees work side-by-side and learn from one another. By taking a more personal approach, leaders in smaller teams can inspire loyalty and commitment, which can be more challenging to achieve in larger settings.
On the other hand, for large organizations, a leader’s role needs to focus more on hiring the right people, establishing processes and systems, and relying on middle managers to execute their vision. Large teams require structure and clear communication channels, as leaders must rely on delegated managers to maintain cohesion. Krimker notes that in larger organizations, like in his role as Founder and CEO at Simply Group, empowering middle management and maintaining a strong company culture are vital to keeping everyone on the same path, aligned with the company’s vision. Krimker believes a good employer in a larger setting must set clear goals, establish a strong cultural foundation, and communicate effectively. It’s crucial for leaders to trust their managers, delegate responsibilities, and empower their teams to make decisions.
What defines good leadership
For Krimker, there are certain attributes he looks for in leaders he hires, which are the same leadership qualities he works to demonstrate in his companies. He advocates for creating an environment where people feel supported in their roles, have a sense of purpose, and know they’re contributing to the company’s success. Specific qualities he feels define good leadership include:
Empathy: Understanding and valuing each team member’s perspective builds trust and openness. Everyone has different experiences in and outside of work, which need to be appreciated. Clear communication helps ensure everyone aligns with the team’s goals and feels acknowledged.
Adaptability: Being open to change and adjusting strategies when needed keeps leaders and their teams resilient. He believes adaptability is key to navigating growth and challenges.
Trust: Leaders should work to create a supportive environment where respect flows both ways. Trust enables people to bring their best ideas forward without fear of judgment, helping the organization thrive.
Vision: Having a clear and compelling vision gives people direction and motivation. Living up to the vision is important for a leader, so their staff can follow their example. Krimker knows that a big vision needs to be well-communicated so everyone understands their role in achieving it.
Empowerment: Effective leaders empower their teams, encouraging autonomy and personal growth while also setting clear expectations for accountability.
Learning: Growth in leadership is never complete. No matter how far you climb up the ladder, you can always be better. For good leaders, a career should be a continual journey of learning. Staying open to feedback and evolving with new insights is vital for long-term success.
What makes a great workplace?
Krimker knows first-hand that leading a great team with a shared vision can lead to great things. Having overseen a company that was named one of Canada’s best places to work six years in a row, he has some thoughts on what makes a company great.
Krimker believes a great workplace is created by building an environment where employees feel empowered, respected, and included. Leadership plays a crucial role here: effective leaders actively build a positive culture, invest in employee development, and create an environment that prioritizes both personal fulfillment and professional growth. A great workplace culture, Krimker says, is built on trust, growth opportunities, transparent communication, and a clear alignment with the company’s mission.
Motivating People
Recognizing achievements, both big and small, and providing constructive feedback are key practices Krimker uses to motivate staff and maintain morale. This is all about open and honest feedback. However, it’s not just positive feedback that motivates people. In a trusting, respectful environment, Krimker believes constructive feedback is also important for growth. Most people don’t just want to be hugged all the time, he says. He’s found many people want feedback when they’re not performing properly, as well. Moments like these can provide good coaching and mentorship situations that can help employees develop and become even better.
When employees feel fulfilled and recognized, they’re naturally more productive and engaged, which directly contributes to an organization’s success.
Growth as a leader
Reflecting on his growth as a leader, Krimker acknowledges that his leadership style has changed over time to be more adaptive and empathetic. He’s become more measured and more patient, he says. And that has come with experience.
Early in his career, he focused on achieving specific goals and was very involved in day-to-day operations, often wanting to do things solo and do them his way. Over time, he’s recognized the importance of stepping back to focus on broader strategic goals, allowing team members to take ownership of their roles. This shift has allowed him to trust his team more fully and empower them to make decisions, ultimately creating a stronger, more autonomous organization.
Mentoring relationships
Just as he learned — and continues to learn — from mentors in his career, Krimker thinks it’s important to pass on knowledge and help others develop. Krimker sees value in both formal and informal mentoring but he says the most impactful mentorship relationships, in his experience, are often informal arrangements, which breed honest conversations, spontaneous advice, and a genuine connection that can transcend hierarchical structures.
Lawrence Krimker’s experiences and leadership insights provide a holistic view of what it takes to be an effective leader, at different stages of a career and in companies of different size. His focus on empathy, employee fulfillment, and continuous learning underscores his belief that a successful organization is built on a foundation of strong relationships and mutual respect. By adapting his approach to different team sizes, balancing personal and professional development, and fostering an environment where everyone feels valued, Krimker champions a modern, people-focused leadership style.