By Chris Gonzalez

Introduction

Many people see the word combat and have an immediate reaction. For those who served in combat, we remember. For those who never served in combat, there are a wide range of reactions, many of which are misconceptions. Yes, combat can be brutal. In some cases, it can bring out the worst in people with a negative reaction to extreme amounts of stress. However, I have witnessed firsthand the positive effects of combat with awe-inspiring examples of teamwork, leadership, communication, and dedication to the mission. Many of those examples are from people making less than minimum wage and younger than 30 years old.

I believe those examples can be applied in a civilian business setting. In this article, I am sharing the lessons that I have learned from my combat deployments to Iraq and Afghanistan with examples of how they can be translated to a civilian setting. I have learned my own tough lessons by applying these concepts as a U.S. Marine, small business owner, management consultant, 8th grade teacher, fitness instructor, football coach and father. Here are six essential principles for modern business leadership learned in a combat setting and ways to apply them in civilian organizations.

1. Delegate Decision-Making to the Lowest Level

Combat: Decisions should be made at the lowest possible level, especially when time is of the essence. I’ve witnessed 21-year-old Marines successfully navigate their teams through the most dangerous situations possible. This shows me that when challenged, people will do remarkable things. Those decisions may not always be correct, but even incorrect decisions are learning opportunities.

Civilian: In organizations, empowering junior project leads to make decisions, while still giving them limits within the decision-making frameworks, is critical. This approach not only accelerates workflows but also empowers employees, helping them develop decision-making skills that enhance overall organizational efficiency. Leaders should resist the urge to micromanage and instead focus on creating clear decision-making frameworks that enable subordinates to act with confidence.

2. Stop Attending Unnecessary Meetings

Combat: During any deployment, developing a “meeting rhythm” is essential. Meeting types are designated beforehand. Examples include “briefs” where leaders pass information to their troops. Another type are “syncs” where each group/functional lead is expected to report out on his/her activities, gaps, and support needs. For other meetings where the leader’s presence isn’t critical, the leader appoints someone to be his/her representative.

Civilian: Meetings can be a significant drain on time and productivity. While some meetings are necessary, leaders should delegate meeting responsibilities whenever possible. By designating a meeting or task lead, organizations can ensure that discussions remain focused and actionable. During decision meetings, preparing attendees with a clear intent and decision-making criteria further enhances their effectiveness. Additionally, meetings should end with a recap of next steps and assignments to team members.

3. Encourage Employees to Make Uncomfortable Decisions

Combat: Being uncomfortable is usually part of any deployment, including physical, mental, and personal challenges. While being uncomfortable isn’t ideal for long periods of time, it’s also a great way for new leaders to step away from a familiar environment and adapt to new challenges. While their decisions are not always the correct ones, the situation allows the leader to gain valuable experience and apply the lessons learned to the next opportunity.

Civilian: Growth happens outside of comfort zones. Many inexperienced leaders hesitate to make decisions, fearing mistakes. Leaders should guide discussions on the pros and cons of potential decisions without directly influencing the outcome, allowing employees to develop confidence in their own judgment, and allowing them to make mistakes and sometimes correct course.

4. Provide Specific, Constructive Feedback

Combat: Few organizations are more direct with feedback than the Marine Corps. This method is not always applicable with civilians, but the willingness to give direct feedback with specific critiques allows subordinates to uncover their mistakes and take corrective actions. Debrief sessions can be done with both superiors and subordinates to gain multiple insights.

Civilian: Vague feedback such as “good job” is used too often in the civilian world, which can be misleading and unhelpful. Instead, leaders should provide clear, specific examples of what was done well and areas for improvement. Encouraging employees to self-assess their performance before receiving feedback fosters greater buy-in and self-awareness. Leaders should adopt a coaching mindset, focusing on tangible steps that individuals can take rather than vague ones.

5. Prioritize Trust and Team Building

Combat: Military personnel spend months preparing for deployments. Through formal and informal relationship building, teams develop trust and understanding of where each person’s roles begin and end. Teams are developed through physical challenges, training, and repetition, while personal relationships are also encouraged to strengthen team dynamics.

Civilian: Relationships are critical in any setting. Understanding team dynamics is vital for effective leadership. Strong relationships within an organization create a foundation of trust and collaboration. Leaders should take the time to share their own motivations and backgrounds while also learning about their team members’ strengths and working styles. Tools like personality assessments and strengths inventories can be instrumental in assigning roles that align with individual capabilities and motivations. Investing in team cohesion pays long-term dividends by improving performance and morale.

6. Eliminating Ambiguity in Communication

Combat: While preparing for deployment, Marines are broken down into small teams (many times 3-4 people). Within those teams, each person has a role, a designated set of responsibilities, and understanding of the chain of command. These assignments are essential in dangerous situations. Additional key details include time, resources, and geographic constraints.

Civilian: Clear and concise communication is essential in decentralized leadership. Leaders should eliminate ambiguous phrases like “we should” (lacks accountability), “soon” (which is vague), and “good job” (which is unclear). Instead, they should assign clear ownership of tasks, set concrete deadlines, and provide precise feedback. By doing so, organizations can ensure alignment and clarity in all business operations.

Conclusion

Modern business leaders must embrace the principles of decentralized project management to build agile, efficient, and empowered teams. By fostering decision-making at all levels, cutting unnecessary meetings, encouraging difficult decisions, offering constructive feedback, and prioritizing relationships, organizations can create a culture of accountability and success. As the saying goes, “Slow is smooth, smooth is fast”— taking deliberate steps toward decentralized leadership will lead to a higher retention rate, sustainable growth, and innovation in the long run.

About the Author

Chris Gonzalez is President and Co-Founder of A-G Associates, a Service-Disabled Veteran-Owned and SBA 8(a) organizational consulting firm that was recently recognized in the Inc 5000 and the Vet100. A U.S. Marine and combat veteran with multiple tours in Iraq and Afghanistan, Chris drives organizational and program transformation initiatives for high-performing teams across the public, private, and non-profit sectors.