Insights Into Leadership: The Change Brokers

Reggie Bradford

July 1, 2008

F rom my entrepreneurial experience, I have learned that no two markets are the same and no two teams are the same. But one thing is for certain – the only constant is change and the leaders who embrace it will be successful. 

A good leader will have a strong vision of the market opportunity. Sound leadership is having a conservative posture, but knowing when the time is right for the business to leap forward and aggressively attack an opportunity.

I have found that timing is everything. As hockey great Wayne Gretzky said, “Skate where the puck is going.” A good leader has the innate ability to do just that – to instinctivelyknow where the next market opportunity lies. In fact, being a leader is often similar to playing a team sport. A leader must have “a nose for the football,” so to speak, and good instincts to help win the game. Overall, it’s important to not get too excited about the wins or get too down about the losses. I have survived near-death business experiences in prior companies and know that you must remain calm.

Being nimble, flexible and agile will help you respond quickly and keep the ball moving forward – much like leading a company.   Creative leaders continually meet new challenges, and recognize and pursue new opportunities through bold innovations.


But by pioneering a new concept you are inherently bringing friction to traditional methods of doing something. You must have thick skin and be able to endure harsh criticism. You are disrupting a model and you must recognize that change is not always easy for all. An effective leader must continue to drive and build the business despite unforeseen challenges.

Facing adversity does not mean that the business vision isn’t sound, but maybe just needs to be recalibrated to meet these new challenges and opportunities in the marketplace. Stay focused and flexible enough to change, and adapt to overcome obstacles – change your team, your strategy or tactics but stay committed to your vision. 

In order for a privately held, entrepreneurial company to thrive, a leader must identify investors and a board who can adapt to change. While that many investors can look and sound alike, they are actually very different in their approach. Flexibility and trust are critical from your investor.

Great investors and a top-notch board should be supportive and know that change is part of the process. You’ll need partners who are betting on the market opportunity, not the moment. In fact, a leader’s job is to galvanize all viewpoints of the board, investors and company.  

What not to change is what you expect from people. Surround yourself with great people with integrity and push for decision-making far down in your organization but make them accountable.

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Reggie Bradford is CEO of Vitrue.

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