Drawing on his own experience in the Belgian Para Commando Regiment, IESE Professor Jan Simon explores how leadership principles from special operations forces (SOF) can help CEOs who acquire and lead small and medium-sized businesses, particularly through SFs and entrepreneurial acquisitions.
The author argues that both SOF operators and entrepreneurial acquisition CEOs work in highly uncertain, fast-changing environments where success depends on leadership, adaptability, decision-making, and execution. While military and business contexts differ, several SOF practices can be effectively adapted to business leadership.
Key lessons:
1/ Adaptive command and control (mission command)
SOF use a decentralized leadership model known as Adaptive Command and Control (AC2). Leaders clearly communicate the mission and desired outcome but give individuals autonomy to decide how to achieve it.
For CEOs, this means:
- Clearly communicate goals, vision, and priorities.
- Empower employees to make decisions.
- Delegate authority to the lowest competent level.
- Create a culture based on trust, initiative, and accountability.
Rather than micromanaging, leaders should focus on defining the “why” and let teams determine the “how.”
2/ Preparation, leadership development, and purpose
SOF training develops not only technical competence but also:
- Mental resilience
- Critical thinking
- Initiative
- Leadership under pressure
The article compares the SF process to basic military training because both force individuals to operate in uncertain environments.
However, many CEOs fail because they never undergo the equivalent of advanced leadership training. Successful CEOs must evolve from being relationship-oriented “diplomats” into performance-driven leaders capable of transforming organizations.
3/ Purpose drives performance
The author emphasizes that elite soldiers are not primarily motivated by money. They are driven by:
- Duty
- Responsibility
- Purpose
- Service
Similarly, the best entrepreneurial CEOs persevere during difficult periods because they feel responsible toward:
- Employees
- Customers
- Investors
- Communities
The article suggests that purpose-driven leadership is often what separates resilient leaders from those who quit when facing adversity.
4/ Culture is a competitive advantage
Both SOF units and successful SF communities share cultural values such as:
- Integrity
- Initiative
- Collaboration
- Accountability
- Excellence
- Respect
The author argues that strong organizational culture often matters more than technical skills. Great leaders recruit people who fit the culture and continuously reinforce desired behaviors.
5/ Reconnaissance = Due Diligence
In special operations, reconnaissance is essential before any mission. The business equivalent is due diligence.
Key principles include:
- Never assume you have all the information.
- Question what may be hidden.
- Verify data independently.
- Use specialists when necessary.
- Communicate findings clearly and concisely.
The article warns against becoming emotionally attached to an acquisition before completing objective due diligence.
6/ Leadership is the critical differentiator
The author repeatedly emphasizes that leadership is the ultimate source of organizational success.
Strong leaders:
- Build trust through competence and integrity.
- Balance empathy with decisiveness.
- Stay close to employees.
- Listen actively.
- Maintain a positive mindset.
- Focus on solving problems rather than complaining about them.
Employees follow leaders they trust, respect, and believe genuinely care about them.
7. Combat-ready leadership (CRL)
The final concept is Combat-Ready Leadership (CRL)—the ability to make good decisions quickly under uncertainty and execute effectively.
According to the article, underperforming CEOs often:
- Fail to communicate strategy clearly.
- Become trapped in analysis paralysis.
- Micromanage employees.
- Lack urgency.
- Fail to attract or retain top talent.
- Struggle to turn plans into execution.
Successful CEOs resemble SOF team leaders: they understand the mission, communicate it effectively, empower talented people, and ensure flawless execution.
Conclusion
The paper concludes that entrepreneurial acquisition CEOs and special forces operators face similar challenges: uncertainty, pressure, leadership responsibility, and the need for rapid adaptation.
The central message is that great leadership—not intelligence, capital, or strategy alone—is what ultimately determines success in both special operations and entrepreneurial acquisitions. Principio del formulario
Read the full publication here: Final del formulario
