We’re doing this course because there isn’t a good course on leading a small business available on the internet. Larger ones, yes, but not smaller companies.
When you started, you had a great idea, it was unique, and it might have been you alone operating out of the garage or a spare bedroom.
If it’s successful, you’ll grow.
Up until ten employees, you don’t need a leadership style. You’re the owner, so your employees defer to what you want to do.
Beyond ten, when you have a supervisor or two, then the style of leadership you have has to work for you, and your employees have to respond to it.
You may have heard it said that leadership is doing the right thing, while management is doing that thing right.
I think that statement is true.
Your style will develop around what kind of company you have, the growth rate, and where you think the company is going.
If you have a company doing repetitive work, such as manufacturing, you can be an authoritative leader: what you say goes.
If you have a service company, even a retail operation, you might have to coach people more, to render the levels of service end to end that your customers expect, or even beyond their expectations.
Leadership lessons published by the Local Business Journal from the late Senator John McCain (which I find ironic, because Senator McCain, through the Navy, sponsored a ‘Lessons in Leadership’ course that subpar leaders in the Navy were required to take).
It took us a year and $100,000 of the Navy’s money, but we got it done. And we think it was successful. We had only a couple of adverse comments, mostly from senior Navy captains who didn’t think they needed the course (their bosses sent them to us).
Parenthetically, it’s possible the Navy has been backsliding because of DEI and CRT concerns, and has taken its eye off sound leadership principles. In our opinion, DEI and CRT have no relevance to leadership and may actually hinder leadership.
Key McCain Principles (Then and Now):
- Do what you say you’re going to do, when you say you’re going to do it, and if you’re deviating, talk it over with your team as time permits (this last part we added when we did our study).
- Seek responsibility and take it when offered.
- Develop a sense of responsibility in your team (and try to get those who have it promotions).
- Ensure all your team members understand the task and their place in it.
Also, Epoch Times published a list of leadership practices by Admiral Bill McRaven, the former head of the Navy SEALs, which are good, if a little cheeky at times:
- Make your bed. It might be the only positive thing you do all day.
- Don’t worry if things go sideways. Figure out how to get back on track.
- Plan and execute to the plan, but change the plan when you have to.
And there’s the famous leadership maxim of General Patton: “Lead, follow, or get the hell out of the way.”
Another leadership principle that I use is don’t fall into analysis paralysis—make the decision on the best data you have.
And there are leadership lessons from Jocko Willink, another SEAL team leader, which are worth reading.
The Bottom Line:
Remember that your leadership style will evolve as you do more of it in different circumstances, and just be aware that that’s gonna happen.