The most rewarding investment in the businesses I lead has undeniably been in people. While we've implemented new ERP systems, added cutting-edge digital equipment, expanded facility, and developed sophisticated business intelligence reporting, these improvements, while valuable, pale in comparison to the impact of aligning, developing, and investing in your team. The mindset that people are our only sustainable competitive advantage has been the most important driver in our strategic decisions, and the results are showing the biggest return.
In my role, I’ve come to realize that gaining critical insight into our people—their unique gifts, motivations, and talents—are the foundation of our incremental and sustainable success. It’s not just about filling roles or meeting operational needs; it’s about understanding what drives each individual and aligning their strengths with the needs of the business. This alignment has unlocked a level of engagement, innovation, and performance that no piece of technology or system could replicate.
One of the most significant aspects of this investment has been recognizing the importance of top-grading our teams. While it’s easy to focus on building new systems or acquiring the latest equipment, the real challenge lies in cultivating a team that not only meets performance expectations but also aligns with our core values. Holding onto people who are not aligned with our values or who consistently underperform has proven to be the worst thing we can do to our best assets—the high performers who drive our business forward.
The decision to exit underperforming relationships is never easy, but it’s necessary for the health of the organization. It’s about creating an environment where everyone is pulling in the same direction, where values like smart grit, learner, and stewardship are not just words on a wall but are lived out every day. When we make the tough decisions to let go of those who are not contributing positively to the culture or performance, we create space for those who are aligned, motivated, and ready to contribute at the highest level.
This process of realignment has led to a more cohesive, dynamic team. It has also reinforced the principle that our people are not just resources to be managed—they are the very heart of our business. By investing in their development, understanding their unique contributions, and ensuring that they are in roles where they can thrive, we’ve created a competitive advantage that is both sustainable and difficult for competitors to replicate.
While the investments in technology, systems, and facilities have been very positive, the most rewarding investment has been in our people. It’s the insight we’ve gained into their motivations, the alignment of their talents with our business goals, and the courage to make tough decisions when necessary that have driven our success. This investment in our people is not just about improving performance; it’s about building a culture that fosters growth, innovation, and long-term success. This, more than anything else, has been the most rewarding aspect of my role and the most impactful investment in our business.
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