Editor’s note: This is the third in a series of three articles discussing the characteristics of highly marketable and valuable companies in the green industry — commonly referred to as “elite performers” or “best-in-class” companies.
Leading organizations are often distinguished by exceptional leadership at the CEO level, much as successful sports teams benefit from outstanding coaches. Achieving excellence is not an overnight occurrence, but rather a skill and process developed through experience and learning. A CEO’s journey within an organization is essential for achieving superior performance.
While this may be well known, it remains an important truth. Leadership can be invigorating — at times isolating — and often presents significant challenges. The journey is seldom straightforward, and engaging professional guidance and coaching is vital for effective execution.
The ascent starts with the CEO or owner moving from “operator” to “visionary.” The challenge starts with transitioning from tactical execution to strategic foresight. Delegating operational responsibilities, relinquishing direct control and making informed executive appointments can present significant challenges for leaders, but the shift from “doing” to “thinking” is non-negotiable. The magic of elite leadership is when CEOs who consistently achieve “impossible” goals aren’t just dreamers, they’re master strategists, culture architects and relentless executors.
Below, we outline some key stages and characteristics of leadership, along with fundamental lessons that drive value creation and excellence.
Steps to starting the evolution
1. Define an impossible vision
Bold vision reframes reality. A great CEO can articulate a future state so compelling that it shifts the mindset from “can we?” to “how will we?” Jerry Schill of Schill Grounds Management, for example, aimed to grow his company’s EBITDA — earnings before interest, taxes, depreciation and amortization — from under $2 million to $30 million within five years; a goal that once seemed unrealistic but has since seen significant progress.
Elite CEOs understand that ambition alone is insufficient; transformation hinges on their capacity to rally a team around a shared, vivid vision while translating strategy into systems and behaviors that persist beyond any single individual. They establish frameworks for execution that are robust yet adaptable, anchoring long-term goals in day-to-day actions and fostering an environment where calculated risk-taking and innovation are encouraged.
This intentional approach extends to shaping culture by aligning incentives, rituals and recognition with the company’s aspirations. Leaders catalyze not just compliance, but genuine commitment. As the leadership journey evolves, the emphasis shifts toward cultivating an organization where clear priorities, disciplined focus and relentless follow-through become hallmarks of success.
2. Make emotional intelligence a non-negotiable
Self-awareness, empathy and relationship management are more predictive of success than IQ. Great CEOs can listen and articulate direction by asking questions that unlock insight.
True leadership demands a heightened capacity for self-reflection and the courage to challenge personal assumptions. CEOs who cultivate emotional intelligence not only strengthen their decision making but also create space for authentic communication and rapid adaptation. By recognizing patterns in their own behavior and remaining attuned to the subtle dynamics within their teams, they foster trust and resilience, building a foundation on which strategic vision can be transformed into tangible results.
3. Manage your own psychology
As CEOs progress, the shift to strategic stewardship requires recalibration, not just of priorities but of mindset, where steadfast self-management and the ability to distill complexity into actionable focus becomes essential. The most effective leaders harness disciplined routines to reinforce vision and composure, learning to filter noise and remain present amidst rapid change.
By actively seeking out feedback, embracing discomfort and fostering open dialogue, they create environments where both execution and accountability thrive. This, in turn, creates momentum that drives the organization toward a clear sense of purpose and effective goal execution, ultimately aligning ambitious vision with measurable operational progress that motivates teams beyond mere enthusiasm.
4. Turn goals into micro-wins
As organizations mature, truly exceptional CEOs shift their focus toward constructing a cadence of small achievements that sustain momentum and foster collective confidence. Rather than being swept up by the grandiosity of aspiration alone or posting all over social media, they break down ambitious objectives into tangible, measurable milestones, enabling teams at every level to progress and adjust in real time. This granular approach dovetails with a commitment to clarity and alignment, ensuring the vision permeates all layers of the company not as lofty rhetoric, but as an actionable roadmap.
5. Pursue customer delight
Financial discipline and customer-centricity aren’t opposites; they’re allies. CEOs who balance both create resilient, high-margin businesses.
Take John Munie from Focal Pointe, for example. He constructed an advisory board to assist with scaling his business (alongside partner Brett Gordon) to $100 million in revenue. They have reached 75 percent of their goal, maintaining a strong focus on an A-plus customer experience while delivering top-tier EBITDA performance. Instilling disciplined processes and translating vision into everyday behaviors, truly great CEOs like John embed adaptability and momentum deep within the organization, transforming lofty ambitions into practical, scalable actions. Nurturing a climate where initiative flourishes, every team member understands not only the “why” but also the “how” behind the company’s mission.
When leaders prioritize both clarity and agility, they empower their teams to navigate complexity with confidence, ensuring each micro-win compounds into sustainable growth.
6. Always be learning
CEOs often make use of coaching frameworks, peer networks and extensive reading as part of their approach to ongoing learning. Mental resilience techniques can include meditation, coaching or journaling. Common practices also involve morning routines, decision frameworks and energy management.
The ability to adapt and learn is considered important, supported by curiosity and openness to new viewpoints, especially during periods of industry or economic change. Leaders may draw on diverse sources such as real-time data, direct feedback from an advisory board or discussions with team leaders to inform strategic decisions. Intellectual humility is demonstrated through updating assumptions and modifying strategies as circumstances shift.
7. Focus on legacy building
This moves things beyond short-term results to lasting impact. Legacy comes from mentorship, succession planning and making decisions based on values. Great CEOs act as stewards, not just strategists.
DNA testing
Top CEOs tend to fall into a few distinct personality profiles, shaped by their drive, adaptability and leadership style. While there’s no single mold, several traits and behavioral patterns consistently emerge across high-performing executives. A separate psychological analysis highlights five recurring traits among CEOs:
⦁ Need for achievement: A relentless drive to hit targets and succeed.
⦁ Internal focus on control: Belief that they control their own destiny.
⦁ Risk-taking propensity: Willingness to make bold moves.
⦁ Tolerance for ambiguity: Comfort with uncertainty and complexity.
⦁ Type-A personality: Competitive, driven and high-energy.
Identifying leadership habits
1. Weekly vision review
Block 30–60 minutes once a week to revisit your company’s vision, strategic goals and key metrics. This keeps you focused on long-term direction and prevents reactive leadership.
2. Pulse check
Schedule biweekly 15-minute calls with random team members to ask about morale, alignment and blockers. This builds trust, reveals cultural gaps and reinforces authenticity.
3. Dashboard deep dives
Review your KPI’s or financial dashboard every Monday morning. Focus on DSO (Days Sales Outstanding), sales trends, profit ratios, cash flow and customer satisfaction metrics. Action ensures you’re leading with data and spotting trends before they become problems. “Having money in checking” is no way to run a business.
4. Asset utilization
Prioritize a regular review of equipment utilization, maintenance and spending (your shop can be a black hole of waste). Awareness of utilization drives efficiency and reduces unnecessary capital expenditure.
5. Confrontation prep
If you are executing on 1-4 above, then you can expect that confrontation or coaching will be required. This goes for clients and employees. Before any tough conversation, jot down your intent, desired outcome and emotional triggers.
Reaching the finish line
In closing, my advisory company has a unique vantage point into what makes a CEO and a company truly exceptional. It’s a journey, and not everyone who thinks they are a leader can execute. I have seen transformation changes from John Munie, Brian DuMont, Jerry Schill, Allen Sweeney, Kevin Caldwell, J.T. Price, Tim Portland and Bob Grover. Go talk to them. They have been on quite a journey.
Leadership journey insights reveal not just financial acumen, but traits that elevate an entire organization. Great CEOs set bold visions but stay grounded in financial reality. They work with their leadership team not just as a boss but as strategic partners to model scenarios, assess risks and drive enterprise value.
CEOs who build strong trust-based relationships with their team create legacy opportunities and wealth for their people. Recognize the importance of data and employee training as key strategic assets not compliance requirements. Scale your business. Opportunity awaits.
Jeff Harkness is the CEO of 3PG Advisors, an Alpharetta, Ga.-based firm that advises on the merger and acquisition process with a specialty in the landscape, turf care and tree care industries.
