In a few weeks, I along with my friend and co-author Brenda Neckvatal, are releasing our book – my first book. We came together to talk about our unique experiences and common vision on leading high-performing teams. In the book, I talk about how when SEAL leaders who are focused about being in a gunfight risk losing their team because they’re more focused on BEING in the gunfight rather than leading the mission forward.
It’s no different when a business owner finds themselves working IN the business instead of ON it, and wonders why he can’t move the business forward. Some leaders can’t see the bigger picture, only what’s framed around them. I grew up in a very small town in the deep South, and the work culture of the United States at that time was very different than what we know today.
In the 1970s and 1980s, I watched the average small business owner navigate a challenging economic landscape with high inflation and competition from larger corporations. They were expected to be adaptable, resourceful, and committed, often putting in long hours to ensure their business’s survival and growth.
Success relied heavily on building strong customer relationships, maintaining quality, and effectively managing finances and employees. Because of this mindset, small business owners worked in their business rather than on it due to the hands-on nature of small business management during that period. Limited access to advanced technology and automation required owners to be directly involved in daily operations, from managing employees to serving customers. Competition from larger corporations also meant owners had to be deeply engaged in all aspects of their business to ensure quality and build strong customer relationships, leaving little time for strategic planning and long-term growth initiatives.
For new business launches that are more self-funded or bootstrapped than financially backed, it’s easy for leaders to come armed and take on the role of a one-man band. However, when they begin to increase their cash flow, it’s time to start shifting from working in your business to working on its growth and future development. I hear Brenda talk about her multiple businesses and make statements about how she’s going to fire herself from doing this small job and put someone else in place. What she’s saying is that she’s pulling out of the gunfight and focusing more on the business landscape in front of her.
SEAL leaders are no different in this regard, and that’s why I included this as an entire chapter in our new book (which you can learn more about by clicking here). If you want to become a stronger leader who masters working on the team rather than in it, then keep an eye out for the book release date and start your transformation into becoming a high-performing team leader.
