By Katherine Beaty

When I started my career in the parking industry with Central Parking, I was just 20 years old. I didn’t come into the company with a grand plan, a five-year vision, or any fundamental understanding of where my path would lead. In fact, like so many people, I fell into leadership long before I realized I was on that track. Central was my first “real” job, my first position that felt like the beginning of a possible career, rather than just another paycheck. 

I was young, eager, and honestly a little unsure of myself. I didn’t know the business rules. I didn’t understand the dynamics of leadership. I didn’t yet grasp how fast a job could turn into a steppingstone, and a steppingstone into a future. What I did know was that Central Parking believed in developing its people. But they didn’t just believe it; they put that belief into action. 

A program that built leaders, not just employees 

Central Parking had an intentional, structured leadership development program that taught one how to become a better manager, communicator, and future executive. It wasn’t fluff. It wasn’t a one-day orientation. It was a comprehensive curriculum that touched every part of the business: marketing, sales, finance, operations, communication, and one component that changed me more than any other, etiquette and professional presence. 

When you’re 20 years old, sitting in a room learning how to lead, how to speak, how to dress, and how to carry yourself, you don’t fully realize how much it will matter. But it mattered. It stuck. It shaped how I saw myself and how I showed up in the world. 

The lasting power of etiquette training 

Although etiquette training may sound old-fashioned to some, to me, it was transformative. It wasn’t about formal table settings or memorizing rules. It was about understanding how to navigate professional spaces with intention and confidence, something 20-year-old me desperately needed. 

We learned practical lessons that I still use to this day: 

• Who picks up the bill when you’re out for a business meal? 

• How to dress for success (though I’ll admit I still struggle with this one). 

• How to represent not just yourself, but your company, in every interaction. 

These weren’t lessons about perfection; they were lessons about awareness. About understanding the effect of your presence. About stepping into leadership before you even recognize yourself as a leader. 

This training gave me something I didn’t yet know I needed — a foundation. The resulting sense of professionalism, confidence, and composure helped guide me through moments I wasn’t prepared for. 

The unplanned path 

I didn’t set out to be a leader in the parking industry. Leadership found me. One opportunity turned into another. A job turned into responsibility. Responsibility turned into influence, and eventually, into a career. 

Looking back, I realize how unprepared I would have been without the structure and support that I received. That leadership development program helped me grow into someone who could lead teams, manage clients, handle the unexpected, and navigate the complexity of this industry, long before I had the experience to back it up. 

I didn’t know it then, but I was learning how to do the job and how to grow into who I could become. 

Why this kind of training is rare today 

Unfortunately, I don’t see many companies today dedicating this level of time, attention, or resources to developing leaders from within. We promote fast because we must. People leave, new contracts form, responsibilities shift, and someone with potential suddenly finds themselves in charge, often with little to no training to support them. We assume people will “figure it out,” and some do. But many struggle unnecessarily. 

The industry has become so fast-paced, with leaner teams, tighter margins, and higher expectations, that the intentional development of people has taken a back seat. Yet this is precisely the time when we need strong, empowered, well-trained leaders the most. The landscape is changing quickly: technology, customer demands, municipal partnerships, operational complexity, and workplace expectations all look different than they did even 10 years ago. 

Leadership development isn’t optional in a time of transformation. It’s essential. 

Etiquette still matters (even in a casual world) 

Even in a world of casual dress codes and digital communication, those etiquette lessons still matter. They weren’t about looking the part; they were about being the part. They taught me how to step into rooms with confidence, how to conduct myself professionally, and how to take responsibility for representing both myself and my organization. 

Yes, I still prefer my sneakers and jeans. But the intention behind how I show up — the respect, the awareness, the professionalism — that came from those early lessons. 

Leadership programs shape industries 

If we want the next generation of parking professionals to grow into strong leaders, we must give them the tools, the guidance, and the support that once was commonly given. We need programs that teach not just operations but also communication, financial literacy, emotional intelligence, conflict management, and, yes, even etiquette. 

Our industry is full of potential. But potential isn’t enough. We must invest in people the way Central invested in me. 

Because careers aren’t always planned. Leaders aren’t always born. Sometimes, like me, people fall into the path, and proper training guides them along. 

Katherine Beaty is the CEO and president of Beaty Solutions. She can be reached at [email protected].