Finding strategic points of leverage

When “The Fifth Discipline” was published in 1990, it didn’t take me long to know that Peter Senge’s principles would have lasting impact. The book’s premise is based on the five disciplines of a learning organization. Systems thinking is number five, an integration of the other four, and a framework for problem solving that I used for training teams when I led Environmental Care. I still recommend it to every CEO who’s looking to understand how to find leverage in uncertainty.

Fast forward to 2025 and disruption is on everyone’s mind. Throughout my career, I’ve seen many companies lead their teams during turbulent times and emerge better and more resilient than before, with tangible growth, more market share and a greater sense of purpose.

Instead of riding it out or turning back to the way things were, winners use uncertainty to write their next chapter, double down on customer experience and retention strategies and capitalize on opportunities their competitors passed on. Above all, they tune into what matters most to their customer.

With a new generation of entrepreneurs and leaders in our industry, many CEOs may be asking themselves the same questions I asked when I was starting out. Making the right decision for growth, in good times and bad, was never going to be as simple as implementing "either/or" options. The best choice would be seizing opportunity by doing "both." In practical terms, here are a few examples of what that looks like:

Do you build your company to last or build it to sell?

Build your company to win. Create dual value tracks, one that invests in the long-term strength of your brand and one that’s also financially attractive to potential buyers and investors. Navigate to an end point, even if that means succession planning for when someone else is in charge. Lead your company across multiple timelines, be relentless about asking why and develop a high tolerance for disruption and scale it to your advantage.

Should you invest in executive talent now or invest when you need it later?

If you’re holding off investing in executive talent because it may hurt EBITDA valuation in the short term, what is the harm in taking a short-term hit on the valuation if you are trying to sell and retire? You must have a good management team to maximize your valuation and keep the company operating successfully, whether you’re at the helm or not.

Which is better: Planning backward or growing forward?

If your end game is succession, you’ll need to adopt a more-to-gain mindset when it comes to talent. You need the right people in the right seats, a big picture view of what your team can help you achieve and a way to activate your company’s next phase. Look for people who are aligned with your vision and style of leadership; individuals who can lead a multi-generation team, who can accelerate growth and course correct at the same time, and who can be influential leaders in the industry.

Empowering the whole to be greater than the sum of its parts.

When every player has a stake in the game, the whole becomes even more powerful. Build a culture of learning, with strong interconnected leaders who play to each other’s strengths (in operations, finance, marketing, PR, HR and technology), and who can focus on their job but still be part of the greater whole. Ensure that your financials conform to general accounting principles, undergo regular reviews and show consistent improvements. If your company has recurring revenue from maintenance contracts, when it comes time to transition your business, you’ll need to have high client retention data and demonstrate long term relationships. Invest in customer surveys and track Net Promoter Scores.

Words of Wilson features a rotating panel of consultants from Wilson360, a landscape consulting firm. Bruce Wilson is founder and chairman of Wilson360 (formerly Bruce Wilson & Co.) He can be reached at bruce@wilson-360.com