Adapt and Thrive: Master the Art and Science of Leadership

The world needs more good leaders. As my cousin Col. Scott Kirkpatrick, a decorated war hero and retired Army commandant, writes on page two of this month’s newsletter, the old authoritarian leadership style doesn’t work well. Good leaders today must believe that their organization has value, communicate it to others, and motivate them to drive toward success. I agree with Scott that providing education and the right environment can help subordinates grow and reach their potential.

It’s important to remember that in everything we do as leaders, there is always someone watching. I recently overheard my 4-year-old son Bennett ask my wife, “Is Daddy going to want to play with me today, or is he going to be in a bad mood?” His question left me wondering, ‘When was I in a bad mood?’ I might have deferred answering one of his questions briefly, saying, “In a minute, Buddy.” But I can’t remember being in a bad mood!

But in that little moment, a realization hit me. Whatever I do, Bennett is always watching. That was a reminder that we don’t always exercise leadership from a position of power. Sometimes, we show leadership by educating and nurturing those watching us.

We serve as leaders for our kids by setting an example. I try to teach Bennett that it is important to listen to others and be respectful wherever he goes. Whenever I’m in a restaurant, I try to set an example of treating servers with respect. If you have kids, showing them that being a server doesn’t make someone a servant is important! It’s your duty as a parent and a leader in your child’s life to help shape them.

In my business, being a good leader also requires a special awareness. I am learning that when you reach a certain level of growth, you can’t keep doing the same things that got you where you are. If you want to grow, you must step out of your comfort zone. I am comfortable packing boxes or unloading freight in the warehouse. Those roles and the work ethic I learned from my family are ingrained in me.

I have also been very decisive in moving the business forward. To generate more revenue, I’ve implemented new software and a fulfillment service for our customers.

The challenging part now is letting go of some day-to-day tasks and making good use of the time I have earned to do other things. Most great leaders spend a lot of time thinking and planning their next move. For me, 2025 is about creating some intentional space in my day to do just that.

Many of you who read this newsletter are business owners, so I’m sure you understand how tough it can be to lead a business. It’s hard to explain those challenges to someone who has never been an entrepreneur. It’s like trying to explain to somebody who has never had a kid what it is like to have one. You just can’t convey the enormity of that experience in words.

Nevertheless, in 2025, I am 100% committed to carving out time to grow as a leader, to better serve all those who may be watching, and to provide education and the right environment for anyone following my lead. In all that, I hope to become a leader others want to follow.