To mark Veterans Day this week, we spoke with two former military members who have become business leaders in the consulting space: Joe Crandall, CEO of Greencastle, and Joe Witte, Director at Velocity Advisory Group. Crandall is a former U.S. Navy SEAL, and Witte is a former U.S. Army officer in the Transportation Corps. Both have a service-first mindset, first for their country and now in helping other businesses succeed.

What are the biggest roadblocks right now for organizations trying to execute new strategies to grow and thrive?

Crandall: First is unclear outcomes. If leaders cannot define “done,” teams spin. It’s important to force a crisp definition of success and build to it. Second is siloed ownership. Strategy sits with one team, execution with another. Organizations need to create a common operating picture and shared language, then assign single-threaded owners. Third is underpowered change management. Many companies overinvest in technology and underinvest in people and process. People and process should come first. Fourth is weak accountability. Effort gets celebrated, but outcomes do not. You must align measures, cadence, and consequences so “getting stuff done” is tangible.

Witte: The two biggest roadblocks to change are one, the desire to change, and two, the ability to change.  You have to want it, and then you have to do it. Sometimes leaders want everyone around them to change, but don’t look themselves in the mirror to see where they need to adapt and grow. It’s not uncommon for humans to operate like Jell-O, taking the shape of the environment we’re in and reverting to the mold we’ve operated in for years. But great leaders get comfortable getting uncomfortable.

If you could give our readers three keys to success for execution, what would they be?

Crandall: Start with the end in mind. Make the destination explicit, then tie every decision to it. I call it the “Fuzzy Goat.” It’s like a picture that is out of focus at the beginning, but as the execution phase continues, parts of the picture come into focus. But, most importantly, everyone knows that the final picture is a goat.

Then, make it process-driven and visible. Build a fit-for-purpose rhythm of governance, dashboards, and checklists so nothing falls through the cracks.

Finally, bias to action. Measure what matters in small, fast cycles with clear owners and objective success criteria. We play to win, not to stay busy. Outcomes matter, the results matter. All efforts should focus on that.

Witte: First, culture is the foundation of growth. Building a great culture that can execute at a high level is an investment. Some leaders recognize this and invest, others believe this is “soft” and a waste of money — then wonder why everyone isn’t aligned.

Second, people do the work. People are not created equal in terms of mindset, skillset, communication. While people can be taught, it’s critical to hire outstanding talent who can execute the plan. Investing in the hiring process and ensuring that your team is properly onboarded is paramount to success.

Third, focus on the mechanisms that lead to outcomes. For example, I’ll hear executives talk about wanting better communication, but their meetings are ineffective. They don’t have consistent one on ones, town halls, and/or performance reviews. Those are what drive great communication. This example can be applied to any component a business wants to improve. Look at the mechanism that drives the outcome, and then layer on the right technology that can serve as a force multiplier.

What strategies are most popular right now to grow the bottom line?

Crandall: Operational efficiency is the heaviest lift now. Companies are wringing value from existing assets through process redesign, program management offices, and data-driven decisions.

Another strategy is selective acquisitions with tighter integration standards. When M&A happens, the emphasis is on disciplined integration and value capture, not just the deal.

Then I would say targeted new offerings that ride existing channels. Leaders want fast time to value, so they pilot with customers they already trust, then scale.

Witte: Everyone is talking about AI to drive efficiencies and considering how it may affect their business model. This is such a disruptive technology that most companies are operating under a cloud of confusion and making the best decisions possible based on information available. AI is on everyone’s mind.

What role does internal communications play in implementing new strategies? And when should they be brought in?

Crandall: They are a force multiplier. Execution depends on repeated, clear messages that move action forward. Bring them in at strategy definition, not after kickoff. It’s important to “own the drumbeat.” Set the cadence of communication, reinforce wins, and identify blockers early. Done right, the communication function turns a project plan into a movement.

Witte: Internal comms can help gauge sentiment before, during, and after strategic planning. They can use communications mechanisms to ensure that everyone in the organization is aligned via town halls, newsletters, roundtables, workshops, digital content, etc. — and that these are well constructed and consistent.

Joe Crandall, one of your corporate values is “Adult Rules!” What does this mean?

It’s all about high trust and high accountability. Do what makes sense, take responsibility for outcomes, and self-manage in ambiguity. Family comes first, and when life happens we FITFO…figure it the f*** out. That is the deal. When teams play by adult rules, they move faster, communicate clearly, and deliver higher quality with less oversight. We hire adults and treat them like adults. They usually hold themselves to higher standards and accountability.

Joe Crandall, your company is 100% veteran owned and operated. What advantages does this provide?

We have a mission mindset, a bias to action, and discipline under pressure. We have a team trained to execute when stakes are high and the path is unclear. The work we do is often nothing close to what we did in the military. But it helps us keep a calm and cool demeanor throughout.

We also prioritize cohesion and reliability. We integrate quickly with our consulting clients, operate as part of their team, and stay until “mission accomplished.” It is not a slogan. Every person has worn the uniform. That shared standard shows up in how we plan, decide, and finish. We say being all veteran is the difference that makes the difference.

Joe Witte, what should other companies know about hiring veterans?

Veterans are just people with a different career path that required them to wear a uniform.  We often place veterans in one of two buckets: hero or PTSD patient. Typically, they are neither. We’ve just had a career experience that required a different level of training, discipline, and teamwork for a job most people don’t have to do.

That being said, nine out of 10 jobs in the military are supporting frontline personnel: HR, finance, supply chain, etc. But what does make veterans unique is the amount of responsibility they are given at an early age. It’s not uncommon for a 19-year old to oversee $20 million worth of equipment and be active in life-or-death scenarios.  Additionally, the military is trained to operate as a team and deflect self-promotion. As a result, veterans don’t often trumpet their individual value; they feel it comes across as egotistical.

What lessons have you brought forward to business from the military, and what did you leave behind?

Joe Crandall: I’ve brought forward the ability to plan, communicate, execute — and to build a common operating picture, keep messages simple, and close loops fast. Also, a readiness to lead, follow, and never quit: taking ownership, stepping into gaps, and finishing strong. And a focus on earning trust with people: putting the relationship ahead of the transaction and doing the next right thing.

As for three traits I left behind, first is rank-based authority. In business, influence beats title. We earn the right to advise our clients, and we adapt our style to the room. Second is over-standardization. Methodologies are means to an end, not religion. In business, we discard what does not serve the mission.

Third, I left behind the “limitation mentality.” We focus on results, not effort. This allows our team to achieve more than they thought they could.

Joe Witte: What I’ve brought forward is a focus on ensuring a company and team know the mission, and that we have established standards (role clarity, job descriptions, chain of command, and standard operating procedures) so that we can reduce confusion. Organizational systems are in place to help navigate communication, performance, and behavior.

What I left behind is the military’s culture of excessive rule following, which leads to obstructionism. Some people will know the rules so well so as not to do the work that needs to be done. This also can lead to a lack of innovation.

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