In any competitive field, success often is attributed to a company’s technical skills, efficiency and bottom-line profits. There are endless books about success in business, including different strategies and approaches for how to improve and grow. Marketing is important, as well as fiscal responsibility. However, after 25 years in this industry, one thing has stood out to me as a key difference between success and failure – how leadership within a company invests in its people to help long-term success.

The author, shown here during a manager-training session, says a key difference between success and failure is how leadership within a company invests in its people.

I’ve seen companies with a similar business model, location and clients that have different outcomes because of the skills and attitudes of the people doing the work. Many times, success isn’t just knowing the ins and outs of your business or the needs of your clients, but recognizing that the true strength of any business lies in the growth and development of its people.

This lesson is illustrated in this article by two tree-service company owners – we’ll call them Owner A and Owner B – whose contrasting approaches to time spent on employee development have led them down vastly different paths. Through their examples, we can get an idea of how leadership style and the investment of time can make or break a business.

The author checking job details with a member of his crew. All photos courtesy of Jonathan Tank.

Two approaches
Owner A inherited his family’s suburban-based tree service that had been running smoothly for 15 years. Owner A spent his time focused primarily on the profitability of new and existing work. He believed his background in finance and a few years of experience in the tree-service industry were enough to ensure his company’s success. And he valued securing new clients and maximizing profits above all else. He considered himself to have high standards, and he expected his employees to have the same high levels of integrity. He expected them to demonstrate high standards and follow orders without much need for guidance or support.

Owner A didn’t invest time in developing relationships with his team. Instead, he met with his supervisors only when necessary to review work schedules and upcoming jobs. Though he paid above-average wages, he assumed that hiring skilled workers at a good wage would guarantee the success of his business. Employee development, in his view, took time and was secondary to the bottom line.

Owner B, in contrast, started his company with a single truck just five years ago. Although his business was smaller than those of many of his competitors, Owner B made a conscious decision to focus on building a solid reputation. Having had a mentor who took the time to invest in his growth, Owner B understood the value of supporting others and making sure they had opportunities to grow. Over time, he realized that the true strength of his business would come not just from his personal expertise or work ethic, but from the investment he made in his team.

Despite the demands of running a small business, Owner B set aside time every week to work with his team. He taught them new techniques, shared industry insights and even offered them additional opportunities for growth when possible. His employees didn’t just feel appreciated because of the skills they learned, they felt valued because of the time Owner B spent with them. This personal investment led to a motivated and committed team that was dedicated both to their work and the overall success of the company.

Unintended consequences
As time passed, Owner A’s approach to leadership began to show cracks. His supervisors were overwhelmed with tasks and, following Owner A’s example, rarely checked in with the team. Employees, feeling disconnected from leadership, grew disengaged. Without the necessary support, their motivation waned and shortcuts were often taken. Frustration began to build, both in terms of workload and the lack of guidance.

Over time, quality of work suffered and employees felt increasingly disconnected from the company’s goals. As their performance declined, clients began to notice the change. With no one capable of taking on more complex tasks, workloads piled up for both Owner A and his supervisors. Eventually, the once-thriving business began to lose clients, and the reputation of Owner A’s company suffered. Despite Owner A’s best efforts to run a profitable business, the lack of attention to employee development led to its eventual downfall.

On the other hand, Owner B’s business continued to thrive. His employees, skilled and loyal, took immense pride in their work and in the company’s success. Because Owner B invested time in them, his team became more than just a group of workers – they were motivated partners in the company’s growth.

As his team grew stronger, so did the business. Clients noticed not only the quality of the work but also the positive attitude and professionalism of Owner B’s crew. Word spread and the business saw steady growth, creating more opportunities for both Owner B and his employees.

End result
What sets Owner A and Owner B apart is how they spent their time. While both wanted to succeed and grow their businesses, the difference lay in where they focused their attention. Owner A was constantly preoccupied with maximizing efficiency and profits, assuming that paying employees well would be enough to keep them motivated. Meanwhile, Owner B dedicated regular time to working directly with his employees, investing in their skills and their growth. That investment didn’t just improve his team’s abilities, it created a culture of trust, loyalty and motivation.

While these examples are fictional, they are based on the realities I have seen in this business.

When leaders neglect to invest time in their employees, disengagement, low morale and declining performance often follow. Employees who feel undervalued are less likely to contribute their best work. Poor morale can lead to mistakes, missed opportunities and a breakdown in customer service, all of which can severely impact the business. Having the time for employee development is not just “nice to have,” it’s a must have. When employees feel supported, they are more engaged, productive and committed to the company’s success. They are more likely to give their best because they know their contributions are valued.

The author discusses The Kirkpatrick Model, a framework for evaluating training programs.

The ripple effect of leadership
Owner B’s success wasn’t just the result of solid business decisions – it was a reflection of his leadership style. He didn’t see his employees as mere workers, but as valuable partners in the company’s success. By taking the time to develop his team, he cultivated a positive, supportive work culture. And this culture translated into real-world benefits for the business. This is where the power of time really shines.

Time is our most finite resource. We often feel there isn’t enough of it to go around. Yet the time we invest in our employees – teaching, listening and supporting – can have an exponential impact on our company’s future. As leaders, we are constantly juggling numerous tasks, from operations to finances to customer service and legal obligations. But among all these priorities, investing time in your employees should never be overlooked.

As Chinese philosopher and writer Lao Tzu said, “Time is a created thing. To say, ‘I don’t have time’ is like saying, ‘I don’t want to.’”

Takeaways
Here are five things to remember.

1. Employee development is key: Investing time in your employees’ growth can lead to higher performance, greater job satisfaction and long-term success.
2. Engagement matters: It’s not always about taking time to show, but taking time to listen as well. Employees who feel valued have a better outlook and are more motivated and productive.
3. Trust and loyalty are built over time: By consistently investing in your employees, you build trust and loyalty, reducing turnover and fostering long-term success.
4. Authenticity matters: These steps must be genuine. Employees can tell when your efforts are sincere, versus when they’re just a strategy.
5. The ripple effect: By taking the time to mentor, train and listen to your employees, you create a feedback loop that enhances the success of everyone involved.

Time is not always your enemy
How do you see time? As leaders, we often find ourselves with too many tasks and too little time. In reality, the hard truth is that you never have enough time in the day. From my experience, when you take the time and invest it in others, you will get more back than you ever imagined. Leadership isn’t just about authority – it’s about time and influence. Always remember that these steps are not just tasks on a checklist; they must be genuine to be successful.

When you respect your employees enough to take the time to show them, you create a culture of respect. People are far more likely to go above and beyond when they feel seen, heard and appreciated. The best leaders know that it requires some of their time, because actions speak louder than words, and it’s through consistent behavior that trust and loyalty are built.

Ultimately, how you spend your time, whether mentoring, listening or empowering your team, is what sets the tone for your company’s success. In the end, there is no greater investment than the one you make in your team.