Understanding the impact of our decisions happens at different stages in life. We’ve all experienced the figurative—and sometimes literal—black eyes from poor choices. During my military career as an Army Rotary Wing Aviator, my appreciation for sound decision-making—both in garrison and during combat operations—evolved over time. Like any other organ or muscle, the brain needs cycles of activity, rest, and recovery.
Aircrews study the effects of both acute and chronic fatigue. These conditions elevate operational risk and can be catastrophic. A fatigued leader may not be flying, but they’re still making critical calls on operations, crew selection, and risk assessments.
Now bring that lens to the business world. Leadership fatigue isn’t as visible as a tailspin, but the impact is just as dangerous. Business leaders find themselves in similarly risky situations—often self-imposed. As the company grows and the pressure to perform intensifies, many leaders unconsciously shift to a defensive posture. Like the body prioritizing vital organs under stress, leaders protect the business at the expense of their own well-being and the health of their teams.
As teams grow, many leaders struggle to delegate. The natural drift is to take on more, not less. But in doing so, many leaders find themselves still involved in everything. The reasons vary—from “I’ve always made those decisions” to deeper issues like lack of trust or confidence in others’ capabilities. The result? The owner or leader ends up making more decisions than ever before—leading to decision fatigue.
Then come the health sacrifices: eating on the go, missed meals, working through meals, or skipping workouts. Nutrition and exercise aren’t optional—they’re essential tools for stress management and mental resilience.
Your tone changes depending on the time of day or your energy level. Decision fatigue sets in, and suddenly you’re responding to your team, your clients—even your family—with less patience and less clarity. It’s not about intent. It’s about capacity. The team begins to hesitate, avoid sharing problems, or hold back support—trying to protect you from yourself
“The day soldiers stop bringing you their problems is the day you have stopped leading them.” — General Colin Powell
From my work guiding leadership teams, I’ve seen this cycle play out across industries. The problem isn’t that the business is broken. It’s that it’s outgrown how it operates. What got you here—your grit, your drive, your ability to push through—won’t get you where you want to go. In fact, it might be the very thing holding you back.
Here’s what I tell clients: if your calendar runs your day, if every problem still finds its way to you, if you don’t have the space to think—you’re not failing. You’re just flying fatigued. And there’s a better way to lead.
The best leaders I’ve worked with aren’t the ones with the most answers. They’re the ones who’ve built teams that think, decide, and lead with them—not because they had to, but because the structure demanded it and the culture rewarded it.
Pick up any book on business growth, read a leadership blog, or analyze a case study from top-performing companies, and you’ll notice a common thread—Core Values. These principles are not just motivational posters on the wall; they shape company culture, leadership, and long-term success.
The real question isn’t whether they matter—it’s how committed you are to enforcing them in your organization.
Why Core Values Matter in Business Growth
A company without Core Values is like a sports team with no playbook. Without clear guiding principles:
Decisions become reactive rather than strategic.
Teams lack alignment, leading to inefficiencies.
Business growth stagnates as the company drifts without direction.
Many organizations have strategies and goals, but their foundation isn’t strong. Core Values provide that foundation—without them, even the best strategies collapse under pressure.
Leadership and Core Values: The Ultimate Accountability Test
A leader’s role isn’t just about setting goals—it’s about modeling, enforcing, and demanding alignment with Core Values. Your team watches your actions more than your words.
If you allow culture-breaking behaviors from top performers, you send a dangerous message: Results matter more than integrity. However, true leadership involves:
Hiring for culture fit, not just skills.
Reinforcing Core Values daily, not just during annual reviews.
Leading by example, making values the non-negotiable standard.
A Business Lesson from CrossFit: The Power of Alignment
Years ago, I hit a wall with my fitness. Traditional workouts stopped yielding results—until I found CrossFit.
CrossFit’s success wasn’t just about intense workouts—it was about alignment. The company’s mission was clear: Combat chronic disease through fitness and nutrition. They knew that exercise alone wouldn’t drive transformation without proper nutrition.
Business works the same way. You can have great sales strategies, marketing funnels, and operational systems, but without a solid Core Values framework, your company will never reach its full potential.
A-Players vs. A-Performers: Why Values Beat Talent
Many businesses prioritize high performers, even if they damage the culture. These A-Performers drive revenue but at a hidden cost—they erode morale, increase turnover, and jeopardize long-term success.
In contrast, A-Players:
✅ Deliver results while reinforcing company culture ✅ Lead by example, embodying expectations ✅ Make leadership easier rather than creating workplace friction
The bottom line? Talent without alignment is a liability.
How to Make Core Values Actionable
If your Core Values only exist in an employee handbook or a website’s “About” page, they don’t mean anything . We want “Climbers” all day long on the team. So no to the Cavemen!
To integrate them into daily operations, they must be:
➡ A hiring & firing standard – If someone doesn’t align with your values, they shouldn’t be on the team—no matter how skilled they are. Chances are you’ve already done this. ➡ A decision-making tool – When facing tough choices, Core Values should provide clarity. ➡ A leadership benchmark – If leaders don’t uphold values, neither will their teams.
How to Measure Core Values’ Impact
Ask yourself: ✔ Do Core Values guide our decision-making? ✔ Do they align with our long-term vision? ✔ Are team members held accountable to them?
If the answer is no, it’s time to refine or redefine them.
The Bottom Line: Values Drive Results
Just like nutrition fuels physical performance, Core Values fuel business performance. Without them:
Companies lose direction.
Teams become fragmented.
Even the best business strategies fail under pressure.
So, do Core Values matter? Absolutely.
The real question is: Are you leading in a way that holds yourself and your team accountable to them?
Success is a double-edged sword. On one hand, it’s proof that your business model works, your team is effective, and your customers see value in what you offer. On the other hand, rapid growth can expose cracks in your processes, turning what was once a smooth operation into a chaotic scramble. If left unchecked, this can lead to inefficiencies, burnout, and even stalled growth.
Why You Need Scalable Processes for Business Growth
Scaling your processes isn’t just about handling more work—it’s about sustaining momentum without sacrificing quality or culture. Using Pinnacle’s proven frameworks, you can build a scalable structure that supports long-term growth. Here’s why it matters and how to do it effectively.
Challenges of High-Growth Businesses
High-growth businesses face unique challenges, including:
Increased Complexity: More customers mean more transactions, data, and potential errors.
Communication Gaps: As teams expand, information flow can get tangled, leading to misalignment.
Operational Strain: Manual tasks or outdated systems can slow productivity and frustrate employees.
Without scalable processes, these challenges can overwhelm your team, causing delays, decreased customer satisfaction, and ultimately stalling your growth.
How Pinnacle’s Basecamp Framework Boosts Scalability
This is where Pinnacle’s Basecamp Framework comes in. Just like preparing for a summit climb, your business needs a solid foundation. Basecamp sessions help you:
Assess Current Processes: Identify bottlenecks and inefficiencies.
Plan Strategically: Develop scalable growth strategies.
Execute Effectively: Implement streamlined workflows that enhance productivity.
Signs It’s Time to Scale Your Processes
Constant Firefighting: If your team is always reacting to problems, your processes aren’t built for growth.
Declining Efficiency: When productivity drops despite hiring more people, a process revamp is needed.
Inconsistent Customer Experience: If customer experiences vary, it’s time to standardize processes.
Overworked Team: Burnout and high turnover indicate unsustainable systems.
How to Scale Your Processes Effectively
1. Audit Your Current Processes with Pinnacle’s Strategy Vision and Execution Plan
Start by mapping out your existing workflows. Identify bottlenecks, repetitive tasks, and areas prone to errors. Using Pinnacle’s Strategy Vision and Execution Plan, you can align your current processes with your long-term vision. This framework helps you:
Define a Clear Strategy Vision: Establish your long-term success metrics, including revenue targets, market positioning, and company culture.
Create an Execution Plan: Break down your vision into strategic initiatives and tactical steps.
Conduct Alignment Checks: Ensure that every process, role, and resource supports your strategic goals.
2. Automate Routine Tasks
Leverage technology to automate repetitive tasks like data entry, invoicing, and customer communications. This frees up your team to focus on high-impact, strategic work.
3. Document and Standardize Workflows
Consistent and clear documentation ensures:
Consistency in Output: Standardized procedures lead to predictable and reliable results.
Faster Onboarding: Clear guidelines expedite the training process for new hires.
4. Invest in Scalable Technology
Choose tools that can scale with your business, such as:
CRM Systems: For managing increased customer interactions.
Project Management Tools: To coordinate larger teams and complex projects.
5. Train and Empower Your Team
Scaling isn’t just about systems; it’s about people. Invest in continuous learning and empower your team to make decisions within the framework of your processes.
Scaling is an Ongoing Journey
The key to sustainable growth is continuous improvement. As your business evolves, so should your processes. Regularly review and refine your workflows to keep them efficient and relevant. Pinnacle’s Quarterly Planning Cycle helps you revisit your processes every 90 days, ensuring they are aligned with your strategic goals and adaptable to market changes.
Ready to Scale? Let’s Talk
Don’t let success stall your momentum. By proactively scaling your processes with Pinnacle’s frameworks, you can navigate growth with confidence, minimize chaos, and set the stage for long-term success.
Need help getting started? Reach out today, and let’s see how Pinnacle can help you streamline your operations and keep your growth on track.
The performance of any team begins and ends with leadership. As a company commander in the 160th Special Operations Aviation Regiment (Airborne), I learned this lesson firsthand during combat operations and training missions. I want to share how leaders can inspire their teams, build trust, and unlock their full potential. From 2012 to 2014, my team remained engaged in combat operations in Iraq and Afghanistan, while simultaneously training across the United States to prepare for other potential contingency missions.
SOF Truth #1: Humans are more important than hardware
SOF are known for having the best equipment and gear. A quick online search will reveal countless images of well-equipped special operators. But make no mistake, we always trained and prepared to operate at the same level of precision without technology as with technology. But the challenge is not getting comfortable with your team and taking the eye off the ball for the future of the organization. So, developing a culture that truly embodies people over “hardware” means preparing them for the short term and also preparing them / the organization for the long term.
I was recently reminded of additional training I put my team through. We identified a particular mission environment that we had never trained on. We were proficient in both of them individually, but historically the risk of being asked to do both was minimal. So, we went to work to plan, prepare, train, and minimize risk to our team. The result was a 100% success and while we did not execute the mission set, the people and organization are better for it. (Forgive me lack of specifics for this mission set)
My time in this leadership role was during a time of high experience turnover exaggerated by National and Army level manpower decisions. In spite of this, we had to figure out how to deliver the capabilities expected of us. That required sending my middle experienced crews to professionally developing training, even though it would make the current training more difficult. “The Army believes that well-developed leaders are the result of progressive and sequential education, training, and experience. It promotes three pillars of leader development: institutional training, operational assignments, and self-development.” (Army Credentialing Opportunities On-line). The Army further explains that these roles are integral to individual development, leadership growth, and overall mission success. These roles develop well-rounded, capable, and adaptable Soldiers.
Begin with the end in mind
Stephen Covey wrote about this in his classic 7 Habits of Highly Effective People. To get anywhere you need to know three things; where you are at, where you want to go, and what is needed to get there. So, why wouldn’t leaders consider this for their people too? People are your most expensive resource in your business, right? Leaders develop the vision and they must be able to articulate it to their team in a concise framework.
“You can’t connect the dots looking forward; you can only connect them looking backwards.” – Steve Jobs
Leadership inspires through vision and coaching
“The only way to measure the distance you’ve traveled is by measuring from where you are back to the point where you started.” – Dan Sullivan in The Gap and The Gain: The High Achievers Guide to Happiness, Confidence, and Success
Version 1.0.0
Our training wasn’t keeping pace with the experience levels we’d seen in past years. Recognizing this, my leadership team and I adapted our quarterly training plan to ensure we met critical demands without increasing risk or sacrificing quality. At the start of each quarter, I delivered a progress update alongside a clear 90-day roadmap. This included specific metrics: the number of fully trained crews, anticipated personnel transitions, and individuals identified for senior roles. I also outlined the resources we were dedicating to their development over the next 90 days. By doing this, we aligned the entire team around a shared vision and created clarity on how we would achieve our goals together.
Ultimately, what differentiates the impact of employees is leadership. Leadership sets the tone, establishes clear expectations, and fosters trust through candid and constructive feedback. Most importantly, it removes barriers that hinder employee performance.
The next time you find yourself questioning why an employee isn’t meeting expectations, ask yourself: does their leader have a clear vision for their development? If not, you may have hired a manager instead of a leader.
Post 3 of a 3 part post. In our previous discussions, we explored how a business’ core purpose can be personally inspiring, authentic, and expansive. But how do you go about defining this purpose? Jim Collins’ Vision FrameworkCore Ideology provides a practical approach to discovering and articulating your company’s core purpose in a way that will guide your business for years to come.
Core Ideology: Vision Framework by Jim Collins
The Core Ideology, as outlined by Jim Collins, is composed of two elements: Core Values and Core Purpose.
Core Values: These are the guiding principles for your company’s behavior and culture.
Core Purpose: The reason your company exists, its deeper “why.” It remains constant and serves as a long-term source of inspiration and motivation.
A well-defined Core Ideology will serve as the foundation for your company’s long-term success, guiding strategic decisions and fostering innovation.
Steps to Define Your Core Purpose
Step 1: Reflect on Your Company’s Founding Principles Start by looking at your company’s origins. What values or ideas sparked its creation? Revisiting your company’s origins can often reveal core themes that should remain central to your purpose.
Step 2: Envision a Purpose That Will Remain True for 100+ Years When crafting your core purpose, think long term. What is the overarching goal that will continue to resonate 100 years from now? Imagine how future generations will interpret your company’s purpose.
Step 3: Check for Authenticity It’s critical that your purpose feels authentic. Ask yourself: Does this purpose genuinely reflect who we are as a company, or does it feel like we’re trying to impress others? If it feels forced, go deeper to discover the real essence of why your company exists.
Measuring the Impact of a Strong Core Purpose
A strong core purpose doesn’t just exist on paper. It has measurable impacts on your company’s performance. Some key performance indicators (KPIs) you can track include:
Employee Engagement: A purpose-driven culture leads to higher motivation and productivity.
Customer Loyalty: Customers feel more connected to brands that stand for something meaningful, resulting in higher retention rates.
Long-Term Growth: Companies with a strong core purpose often see more consistent growth due to their ability to innovate and adapt.
By defining and consistently reinforcing your core purpose, you lay the foundation for long-term success.
Conclusion
Defining your business’ core purpose is not just an exercise in branding; it’s about creating a guiding principle that will drive innovation, inspire employees, and build long-lasting relationships with customers. Using Jim Collins’ Vision Framework to define your Core Ideology ensures that your purpose remains authentic and expansive, setting your company up for success now and in the future.
