Why Veterans Thrive in Lower Middle Market Leadership Positions

The military shapes a person.  The culture and values often become an intense extension of one's self. There is a general understanding in the US that people in the military and veterans have a particular perspective and value system.  Traits like character, leadership, and patriotism come to mind. 

Because of that understanding, most companies value having veterans on their teams. Recruiters use veteran status as a selling point for the people they are placing, and HR teams will express profound respect for veterans and their training and skills. 

Although people generally voice this respect, the culture in most corporate settings does not give veterans the autonomy and authority they need to succeed and use their unique abilities in the fullest capacity. Several skill sets the military instills in its members tend to make veterans better suited for lower middle market (LMM) leadership positions than for bureaucratic corporate ones. 

1) Camaraderie and Respect

A profound and palpable brotherhood and sisterhood exists in the US military. Service members share intense experiences and foster unparalleled bonds. Many corporate entities work diligently to promote company culture; however, the results often feel empty to veterans who understand the immense value of camaraderie from past experiences.  Weekend workshops, company outings, and especially happy hours and swag bags pale compared to the training veterans receive to share a common goal—and to be willing to sacrifice for their comrades in arms if necessary—regardless of whether or not they come under fire in their service.

A darker comparison is the competitive nature of most corporate environments. While many veterans are ambitious and competitive, they are rewarded for sacrifice and teamwork and actively discouraged from undermining their teammates. Unfortunately, in business, law, investing, and accounting, there is frequently a sense that office politics play a disproportionate role in determining advancement. 

In LMM companies, camaraderie is much more evident and recognized. Teams are often small and tight-knit, with less turnover and more loyalty than in large organizations. There is a shorter ladder to climb, so leadership can focus on bettering the company and reaping the benefits after achieving improvements and goals.

2) Autonomy

The military is known for having a clear chain of command.  Leaders make decisions and are accountable for success or failure. 

The bureaucracy of the corporate world tends to keep leaders less accountable. Many decisions are made slowly after long deliberation.  Committees can make responsibility less than clear.   Such decision-making may be acceptable from a risk management perspective, but it can be agonizing for people used to the speed and autonomy they had during their service. 

LMM positions give leadership more extensive autonomy. C-level team members are responsible and accountable to very few people and can take the chances they need to get things done.

3) Adaptability 

While serving in the military, service members grow accustomed to intense, often dangerous situations that require quick transitions. Many corporate jobs are superb at inducing stress; however, decisions can be slow-moving, often intentionally so, and adaptability does not seem to be a prized corporate value.

Especially during periods of growth, adaptability is critical for LMM companies. Leadership teams often need to make quick, critical decisions under pressure. Most veterans have a distinctive, if not unique, edge in this skill set. Such adaptability or flexibility seems more likely to produce success than corporate inertia.

4) Meaningful Work

Most veterans have experienced something difficult to replicate in many professional positions – meaningful work. Many corporate workers learn to compartmentalize their lives, working at their jobs but finding greater meaning outside of their careers through family, hobbies, and volunteering. Many businesses encourage this compartmentalization, often citing with pride the meaning that their employees find in working for the community. 

This compartmentalization is often problematic for veterans who have spent extensive, concentrated time working on duty that they found intrinsically meaningful and rewarding. There is a deep understanding that what they were doing for work while serving was for the betterment of their unit and country.

Large corporate work may be meaningful from a comprehensive perspective, but it is often difficult for employees to feel it in day-to-day tasks. In smaller organizations such as those in the LMM, there is a clearer tie between the work one does and the value it provides. Leaders can more easily see that their effectiveness offers better goods and services to clients and customers and larger paychecks to employees. The good decisions leaders make can translate directly into business growth and is a part of their bettering communities as well as the overall US economy. 

Final Thoughts

At DVG, we believe that US veterans have a unique competency.  Especially in LMM business positions, former military personnel can provide constructive leadership in a way most people cannot. We also think that positions within this sector are well-suited to fulfill the deep longings many veterans experience upon reentry into civilian life and the business world.  Our team members experienced this phenomenon.  In addition, we speak with veterans daily that are experiencing our past frustrations and resonate with our mission. 

We want to connect if you have any interest in learning more about our LMM leadership opportunities. Book time with us to hear more about what we do, why we do it, and how you might become a part of our mission and work.