In the dynamic realm of business and leadership, success is often equated with outperforming competitors and achieving market dominance. However, amidst the pursuit of external benchmarks, visionary leaders advocate for a paradigm shift: the realization that the most profound competition lies within oneself. This article explores how leaders like Bob Chapman, through their commitment to internal excellence, ethical leadership, and industry-wide impact, redefine the narrative of success.
By emphasizing continuous improvement, empowerment, and a holistic approach to leadership, these pioneers inspire organizational transformation and set new standards for ethical business practices and societal contribution. Join us on a journey into the heart of leadership that challenges conventional wisdom and celebrates the transformative power of competing against oneself.
The Infinite Game: A Shift in Mindset
When you think of traditional business competition, it’s often framed as a race against rivals: outsmart, outspend, outlast. The narrative typically revolves around winning through market share, revenue, or dominance over the competition. However, the concept of the “infinite game,” introduced by Simon Sinek, shifts this perspective entirely. Instead of a game with a clear endpoint, the infinite game is played indefinitely, where the goal is not to win but to keep playing.
In business, you aren’t concerned with “beating” other companies in the traditional sense. The focus is on creating a lasting, sustainable impact. It’s about setting up your company for the long haul, ensuring it can continue to grow, evolve, and thrive for generations. The infinite game encourages businesses to ask: How can we contribute to the broader industry or society in a way that ensures ongoing progress? This mindset transforms business decisions from purely profit-driven to purpose-driven, with an eye on long-term value creation rather than short-term gains.
The hospitality industry, for example, shows how this plays out in practice. Some hotels and restaurants, known for their commitment to quality and service, don’t just care about being the best in the market—they aim to redefine what the industry can be. These companies share best practices and innovative ideas openly, helping elevate service standards for the entire industry. They adopt a mindset that fosters growth not just within their walls but across their peers. In this way, the infinite game becomes one of collective success.
This philosophy also ensures businesses don’t burn out by focusing too narrowly on competition. Instead, companies are encouraged to look inward, improve their practices, and build an organization that can weather the storms of business challenges, economic downturns, and market fluctuations. The infinite game keeps a business in motion, perpetually adapting and evolving. It’s a model where success is measured by the lasting impact a company leaves rather than by its immediate market share.
Execution is the True Competitive Advantage
In a world where business ideas proliferate at lightning speed, the value of a good idea has become diluted. Today, anyone with a laptop or a smartphone can sketch a business plan or think of a novel solution to an existing problem. However, these ideas are only as valuable as those who bring them to life. Execution—the ability to turn a concept into a working reality—is the true competitive advantage in business.
Many entrepreneurs and business leaders tend to focus disproportionately on the idea itself. While a strong concept is essential, the ability to execute that idea with precision, commitment, and consistency separates successful companies from those that fail. For example, a tech startup may have an innovative idea, but without a solid team to execute that vision, the idea will remain just that: an idea. Execution requires coordination, a deep understanding of the target market, strong leadership, and the ability to adapt when things don’t go according to plan.
Bob Chapman’s leadership at Barry-Wehmiller highlights the significance of execution. Chapman’s approach isn’t about possessing a one-of-a-kind idea but about creating an environment where every person in the organization can execute with excellence. Barry-Wehmiller excels not just because it has the right strategies but also because it has built a culture where those strategies are carried out effectively across all levels of the company.
Take the example of the factory workers tasked with selecting a new machine. Instead of relying on a rigid, traditional procurement process, Chapman trusted these employees with no college degrees to choose a machine that best suited their needs. They were empowered to execute their task based on their expertise and knowledge. This resulted in the acquisition of the right equipment and solidified their ownership over the outcome. The company didn’t just purchase a machine; they decided based on knowledge, collaboration, and mutual trust. The real takeaway is that execution is rooted in empowering individuals to make decisions and trust their judgment, which is far more effective than merely following a predefined corporate hierarchy or standard procedure.
The real power of execution comes from trusting people on the ground to carry out the business’s vision. Companies that prioritize execution empower their employees to implement ideas quickly and adaptively, which in turn leads to greater innovation and efficiency. It’s through this continuous focus on execution that businesses thrive—because a great idea, no matter how revolutionary, is rendered meaningless without flawless execution.
Leadership Beyond the CEO: A Culture of Trust
The leadership style at Barry-Wehmiller, pioneered by Bob Chapman, underscores the profound shift in what leadership should look like in today’s business world. Leadership is often viewed through the lens of authority: a leader has the power to direct and control. However, Chapman’s approach flips this traditional notion on its head. Instead of wielding authority over his employees, Chapman fosters a culture of trust and empowerment, where leadership is shared, and everyone in the company is encouraged to take ownership of their roles.
One of the most striking aspects of Barry-Wehmiller’s culture is the rejection of conventional hierarchies. Leadership is synonymous with top-down control in many organizations: a CEO makes decisions that trickle down through the ranks. At Barry-Wehmiller, leadership isn’t about asserting control but nurturing trust. This means that employees are not just following orders—they are trusted to make decisions and contribute meaningfully to the company’s direction. By empowering employees to take ownership of their work, Chapman has cultivated a culture of respect and autonomy that leads to greater engagement and innovation.
For example, the decision to replace a factory machine was entrusted to two workers, neither of whom held a college degree. Instead of relying on corporate experts or consultants, these workers were given the budget, freedom, and trust to decide. Their ability to research, evaluate, and purchase the machine saved the company money and created a sense of pride and ownership among the employees involved. This trust empowered them to make decisions that directly impacted the company’s operations, demonstrating the power of leadership that doesn’t seek to control but to trust.
By promoting this culture of trust, Barry-Wehmiller has shown that leadership doesn’t have to be about top-down authority. When trusted and respected, employees’re more likely to perform at their best and contribute to the company’s success. This approach also promotes a sense of fairness within the organization, where every employee—regardless of education or rank—has the potential to make a significant impact.
The Ripple Effect of Leadership
When a leader like Bob Chapman leads with the goal of nurturing others and fostering a culture of trust, the ripple effects extend far beyond the walls of the company. This kind of leadership creates a lasting influence that shapes the organization and the wider business community. Companies that prioritize the well-being and empowerment of their employees set a powerful example for others to follow.
Chapman’s leadership at Barry-Wehmiller isn’t just about creating a great company—it’s about changing the narrative for how business can be done. The company now actively shares its leadership practices through tours, training programs, and speaking engagements. Chapman himself has become a champion of the “servant leadership” model, which emphasizes the role of the leader as a servant to their employees rather than as someone who holds power over them.
Barry-Wehmiller’s commitment to promoting its leadership philosophy has led to a ripple effect that encourages other companies to rethink how they engage with their employees and customers. By sharing best practices and openly discussing their values, Barry-Wehmiller has inspired other businesses to adopt similar approaches, fostering a more humane, respectful way of doing business. This ripple effect extends across industries, creating a new standard for leadership based on empathy, trust, and long-term growth.
The influence of this kind of leadership also extends into the broader cultural and societal impact of business. Companies that treat their employees with respect and trust thrive within their industry and become beacons for positive change in how businesses interact with people. By demonstrating that profitability doesn’t have to come at the expense of people’s well-being, companies like Barry-Wehmiller are helping redefine what success looks like in the business world.
The Call to Lead by Example
Leadership by example is the most powerful form of leadership. It’s easy to tell others what to do, but true leadership comes from showing people how it’s done. Bob Chapman’s leadership at Barry-Wehmiller demonstrates this principle in the most powerful way: He doesn’t just talk about servant leadership—he lives it. This means prioritizing the well-being of employees, fostering an open and transparent culture, and focusing on continuous improvement rather than merely winning.
In today’s business landscape, the temptation to compete with other companies is strong, but true leaders recognize that the most important competition is not against others—it’s against themselves. Great leaders constantly push themselves and their organizations to improve. Rather than trying to outdo competitors, they focus on outdoing their past selves, ensuring that the organization continues to evolve and grow in ways that create long-term value.
Companies that embrace this philosophy understand that success isn’t about defeating others—it’s about creating lasting value. This means focusing on what truly matters, like building a strong company culture, empowering employees, and fostering an environment where innovation can thrive. By leading by example, these companies inspire others to adopt similar practices, creating a ripple effect that transforms entire industries.
The power of leadership by example is transformative. When leaders show what is possible through their actions, others are motivated to follow. This creates a culture where everyone in the organization is inspired to do their best work, which, in turn, creates greater success for the company. Through this commitment to continuous self-improvement and leading by example, businesses can make a lasting impact, not just within their industry but across the entire world.
Conclusion: Leading by Example
As we reflect on the transformative journey of Bob Chapman and companies like Barry-Wehmiller, we’re reminded of the profound impact that visionary leadership can have on both individuals and industries. By embracing the idea that we are only competing against ourselves, we open ourselves up to a world of endless possibilities, where success is measured not by the number of adversaries vanquished but by the legacy of positive change we leave behind. So, the next time you find yourself caught up in the race to outshine your competitors, take a moment to look within and ask: Am I truly competing against them, or am I simply striving to be the best version of myself?