Small Business, Work Ethic, and Outcomes

Americans are serious about work, work ethic, and outcomes. Being a small businessman – surviving at it today – requires being hard-working, nimble, compassionate, ethical, reliable, and capable. My company was founded 26 years ago.  Here are a few lessons learned along the way.

First, keep the mission clear. My mission was always clear. The goal was – in my case – not to get rich, but to advance the operations of those who protect our country. Growing from one to five to ten, before eventually stabilizing and downsizing, we were a team of subject matter experts.

If the initial mission was direct operational, strategic, and deep-dive support to multiple components of the US military, Pacific Command to Southern Command, and to law enforcement, it was also assuring others knew our mission – from AMAC to retired astronauts. We could be relied upon, were fully integrated, and delivered what we promised.

One of the biggest risks in business and government is mission creep, overpromising, and underdelivering. Entrusted with life-and-death programs, relied upon to get things done, from operational assignments to study completion, trend analysis, and threat assessments, we had to be realistic about what was within range, then consistent in delivering. People relied on us.

The corollaries are several. When taking risks, understand what realistic, achievable goals fit capabilities to client needs, but also what – at least internally – looks like a “stretch goal.”

Clients – from the US military and law enforcement to companies, non-profits, and individuals – were happier seeing modest expectations set and exceeded than the reverse. We all are.

That said, stretch goals, setting the bar high and then working to get to that high bar, is what makes clients stay, customers come back, and businesses grow. It also elevates the spirit de corps.

Second, teamwork counts– based on trust, interdependence, and looking out for each other internally. It assures the “engineering integrity” of a company. In my experience, going the extra mile for colleagues is always worth more than just dollars; we need others, and are needed by them.

As a business owner, I made a rule of empowering people to achieve results, giving them the authority, tools, and contacts to make success highly possible, then expecting it – and rewarding it with bonuses and raises. I checked outcomes, offered feedback, but people owned their lane.

Part of this process is removing distractions, the fear of not being recognized, the fear that profits will eclipse loyalty, worries over job security, health care, and family needs. While not common, I covered all my employees’ family healthcare, assured vacations, advancement, and flexibility, creating loyalty.

Third, rewarding original thought is key. Rewarding originality delivers better results. This could be anticipating client needs, creating a new model (in our case) for threat assessments, identifying efficiencies, leveraging existing capabilities, economies of scale, or outcomes. It pays off.

Increasingly, in government and entry-level jobs, the sad tendency is to “do just enough,” put a check in the box, not step up for more, not criticize or innovate, just be on your way. The way we ran my company and government jobs – oversight staff director, assistant secretary of state – was the opposite. I rewarded extra effort, invited original thinking, and kept my door open to critics.

Perhaps surprisingly, this not only led to new ideas, business development, ways to save money, produce at a higher level, and elevate effectiveness, but it also improved morale and – surprisingly – caused people who knew the door was always open for help to begin solving their own problems.

Fourth, accountability can be taught. Beyond having a boss who works hard, a clear mission, teamwork, rewards for originality, a company and government stays accountability – gets people to start holding themselves accountable – by modeling and incentivizing exactly that behavior.

Fear of job loss may – in the short term – prompt action, but in the long run it reduces morale. Inspiring people to think, learn, grow, take on more responsibility, and become part of shared success creates real enthusiasm. Part of that is a boss who models ethical behavior, expects it, and rewards it.

Finally, never resting on laurels, individually, as a subgroup, or as a company, is part of the American business ethic – back to the start of our Republic. It is what makes us stand out. We are always trying to do better, reaching a new goal, setting another, hitting that high bar, then setting it higher.

If all this sounds theoretical or hard to do, it is neither. My Number Two – a US Marine – has been with me for two decades. When others wanted to advance their careers, we have always helped.

On the personal side, successfully running a small company – adjusting to life – has required flexibility, patience, trust, prayer, and work. But if you magnify these lessons, things get clear.

We Americans, those who take risks for a higher purpose, whether military, government, or hard work in business, are “the doers.” There is a reason that America has (as of this year) 425 Nobel Prizes, while Communist China has 13. We are serious about work, work ethic, and outcomes.

Robert Charles is a former Assistant Secretary of State under Colin Powell, former Reagan and Bush 41 White House staffer, Maine attorney, ten-year naval intelligence officer (USNR), and 25-year businessman. He wrote “Narcotics and Terrorism” (2003), “Eagles and Evergreens” (North Country Press, 2018), and “Cherish America: Stories of Courage, Character, and Kindness” (Tower Publishing, 2024). He is the National Spokesman for AMAC. Today, he is running to be Maine’s next Governor (please visit BobbyforMaine.com to learn more)!