Earlier this week, we explained how veterans with technical skills set their companies up for success by hiring others to handle management and long-term strategy. Today’s post will explain how technical experts can become strategic leaders.
First, and most importantly, develop a long-term plan so you know what skills you need to learn, who you need to hire, and what financial strategies will help you accomplish your mission of creating a successful company. The Allies didn’t win at Normandy by guessing at success; they knew what the Normandy invasion would cost in lives, treasure, and other resources. They also knew what it would accomplish, what tactics were needed to secure the landing, and what every unit needed to do for its part in assuring success.
The book Traction describes three major parts of a company – finances, operations, and marketing/sales. How will you ensure each leg of your company’s stool is sturdy and ready for you to scale?
Second, develop processes for every part of your company. The military has procedures for convoys, weapons cleaning, and PT tests; you should have processes that are tailored to your firm’s goals. Otherwise, one day you’ll be in a business crisis and you’ll find that something slipped through the cracks. Dirty weapons jam; bad books lose contracts, increase interest on loans, and produce losses. Bad intel gets convoys lost; bad recruiting practices hire the wrong people.
Third, find mentors and colleagues who can guide you as a CEO. Nobody becomes a military officer or NCO without first going through Basic Training or Officer Candidate School; likewise, you can’t grow into being a successful CEO without the right drill sergeants in your corner. They will help you learn what you need, who to hire, and how to scale.
Going from being an individual contributor to a leader of men and women is not easy. The military has a structure which facilitates that growth; as a small business government contractor CEO, it’s on your shoulders to make that growth happen.