What Got You Promoted Won’t Keep You There: 7 Mistakes New VPs Make

If you’re a newly promoted Director or VP at a $100M–$700M company, here’s a hard truth:

What got you here won’t keep you here.

Your technical expertise, problem-solving ability, or sales success might have earned you the title—but they won’t sustain you in the new role. In fact, they might be the very things holding you back.

I’ve seen this story unfold again and again—both in military and corporate settings. High performers get promoted, and within weeks, they’re struggling to lead, align, and deliver at scale. If you’re in that seat, read closely.

Here are the 7 biggest mistakes new VPs make—and how to avoid them.

1. Trying to Solve Every Problem Yourself

You’re used to being the one who fixes things. But leadership isn’t about being the smartest person in the room. It’s about framing the problem, protecting your team, and enabling others to win.

One VP I worked with ran straight at a CFO's concern without context—pulled in several directors, created confusion, and wasted hours. The issue? It wasn't even a real problem. Leaders must pause, listen, and diagnose before they act.

2. Assuming Your Team Knows What Success Looks Like

Just because you have the title doesn’t mean your team understands your standards. You have to define success, model your values, and reinforce them constantly—especially across regions or time zones.

I use a three-part core value system with my teams:
Support. Diligence. Professionalism.
These aren’t buzzwords—they’re filters for every decision. When your team knows what “great” looks like, they’ll act without micromanagement.

3. Focusing Only on Managing Up

Yes, your CEO and board expect results. But your success rises or falls based on your team. Be mission-first, but team-aligned. There is no mission without the team. Leadership is not just about numbers—it’s about mobilizing the people who deliver them.

4. Thinking Good Decisions Automatically Lead to Good Outcomes

Making a decision is easy. Seeing it through is leadership.
Ask yourself:

• Did I communicate the “why”?

• Did I give my team what they need to execute?

• Am I tracking follow-through and accountability?

Execution isn’t glamorous—but it’s the difference between spinning and scaling.

5. Trying to Lead Like You Did in Your Last Role

You can’t grunt your way through a new team. What worked before won’t necessarily work now. Leadership at this level demands you slow down, observe, and adapt your playbook to the mission and the people in front of you.

Don’t hit the “That Was Easy” button. Get into the weeds. Learn what’s broken. Then go fix it with your team.

6. Rushing to Prove Yourself

Don’t confuse movement with momentum.

Busy doesn’t equal effective. You don’t need to impress anyone by working 10 p.m. Saturdays. What matters is clarity, decisiveness, and precision. Like we say in the military:
Slow is smooth. Smooth is fast.

7. Treating Department Problems Like Process Problems

Many leaders assume their issues are operational or resource-based. But more often? It’s a people alignment issue.

If you treat every issue like a process doc waiting to be written, you’ll miss the root cause. Spend time with your people. Understand them. Empower them. The systems don’t run themselves—your people do.

The Deeper Issue: Insecurity in the Seat

Most of these mistakes stem from insecurity—what some call imposter syndrome. New VPs don’t feel “settled” in the weight of their role.

Let me remind you:
You’ve been given the seat. You are already the VP.
You don’t need to prove it. You need to grow into it. And that starts with the holy pause—the moment where you slow down, assess, listen, and then lead.

Ready to Step Fully Into Leadership?

If you’re feeling the tension of this transition—or you want to make sure you don’t fall into these traps—I built something for you.

👉 The Leadership Reset is a 4-week engagement where we get clarity on your leadership style, fix operational drag, and re-align your team for performance.

Click here to apply or learn more →

You don’t have to guess your way forward. Let’s make sure your next level doesn’t become your downfall.

Your Calendar Is Lying to You: 5 Steps to Take Back Your Time as a Business Owner

If you’re running a $1M–$6M business, there’s a good chance your calendar isn’t helping you—it’s hurting you.

I see it all the time: business owners stuck in back‑to‑back meetings, putting out fires that aren’t theirs to fight, and solving everyone else’s emergencies because they haven’t built the processes or guardrails to step back.

Here’s the uncomfortable truth: if you’re always available, your team will let you keep solving their problems. But when you step away and create the right guardrails, you’ll find something surprising—the company doesn’t burn down.

It’s time to take back control. Here are five proven steps I’ve used for nearly a decade to help business owners reclaim their time and lead with clarity.

1. Turn Off Your Notifications

This may sound small, but it’s the most powerful first step.

Stop letting your phone and inbox control your attention. Turn off email notifications. Turn off social media pings. In fact, I haven’t had work email on my phone for nearly 10 years—and nothing has burned down.

Emergencies? Real ones get a phone call or a text. Everything else can wait until you’re ready to deal with it.

2. Audit Your Week

Pull up last week’s calendar and be brutally honest.

• Which meetings actually needed you there?

• Which ones could someone else have handled?

• Which ones were simply a waste of time?

If a meeting has more than 15 people in it, you almost certainly don’t need to be there. And if it has more than four? Question it.

3. Block the Non‑Negotiables

Before you let your calendar fill with other people’s priorities, schedule your non-negotiables first.

• Time for creative work

• In‑person connection with your team

• Personal priorities (family, health, thinking time)

This creates the foundation for a workweek where you lead proactively instead of just reacting to whatever hits your inbox.

4. Set Guardrails

Decide what your workday looks like—and stick to it.

I have two kids (with a third on the way), so when I close my laptop at the end of the day, I’m done. Unless it’s a true revenue‑impacting emergency, work stays at work.

Set boundaries for when you start, when you end, and how you engage. Your business will adapt—and your team will rise to the challenge.

5. Institute “Kill Zones”

This is one of my favorite tactics: identify the meetings and tasks that simply don’t need to exist—and kill them.

Sometimes you’ll need to temporarily over‑deliver (for example, running daily updates for 30 days after a key resignation) but then phase those things out.

The more you eliminate unnecessary noise, the more space you create for real leadership.

The Unexpected Truth

The more meetings you decline, the more gets done.

When you take your hands off every small problem, you create space for your team to figure it out—and they often rise to the occasion in ways you didn’t expect.

Try It

If you’re ready to reclaim your time, step out of the chaos, and lead with clarity, my 4‑week Leadership Reset program was built for you.

It’s designed to help business owners like you reset your calendar, restructure your schedule, and lead your company (and your life) with intention.

👉Learn more about Leadership Reset here

5 Myths About One-on-Ones That Are Hurting Your Business (And How to Fix Them)

Here’s an unpopular truth: there’s one meeting you can’t afford to skip—your one-on-ones with your direct reports.

I work with business owners from $1M to $6M in revenue (and have led teams in organizations up to $700M). No matter the size, I see the same pattern: owners either avoid one-on-ones altogether or run them in a way that does more harm than good.

If that’s you, you’re not alone. But the good news? One-on-ones don’t have to be awkward, draining, or pointless. Done right, they are one of the most powerful tools you have for building alignment, surfacing unseen friction, and growing your team.

Let’s break down the 5 biggest myths I see around one-on-ones—and how to fix them.

Myth #1: One-on-Ones Are Just for Troubleshooting Problems

Many owners treat one-on-ones as a disciplinary meeting. If every one-on-one feels like a “course correction,” your direct reports will dread them—and eventually shut down.

The truth: One-on-ones are about more than fixing problems. They’re a safe space for employees to share ideas, voice frustrations, and align on the bigger mission. Your goal isn’t to lecture—it’s to listen, coach, and build trust.

Myth #2: They Take Away From “Real Work”

I hear this a lot: “I don’t have time for one-on-ones. I need to focus on the business.”

Here’s the problem: one-on-ones are working on the business.
Think of them like sharpening the axe before chopping wood. You can swing harder all day, but unless you take the time to sharpen your tools—your people—you’ll burn out and stall progress.

Even a short, structured one-on-one re-centers your team and reduces costly misalignments.

Myth #3: You Don’t Need Them If You Talk to Your Team Daily

Owners of small teams often think, “I see my people every day. Why schedule another meeting?”

But casual check-ins aren’t the same as intentional conversations.
When you’re in the daily grind, you only talk about what’s urgent. One-on-ones create space for what’s important—career development, feedback, and solving long-term issues.

Myth #4: They’re Just for Status Updates

If your one-on-ones feel like a glorified “report out,” you’re doing them wrong.

Your job isn’t to get updates—it’s to unblock your people.
Ask better questions. Shift from “What are you working on?” to:

• “Where are you stuck?”

• “What’s working well for you?”

• “How’s your team doing?”

This turns your one-on-ones into coaching sessions that drive real change.

Myth #5: They’re Too Formal for Small Teams

Some owners think structured one-on-ones are only for big corporations. That’s false.

Even if you lead a team of two, these conversations matter.
I’ve done them with global directors, local managers, and even contractors overseas. Why? Because everyone—no matter their role—has stakeholders, challenges, and growth goals worth discussing.

The Bonus Myth: “I Don’t Need a Structure”

Unstructured one-on-ones often turn into awkward small talk—or worse, gripe sessions.

Structure creates clarity. I use a simple framework with three questions:

1. What’s been working well for you this week?

2. Are there any pain points or blocks I can help you remove?

3. How’s your team doing?

That’s it. Three questions. Simple, repeatable, and transformative.

The Bottom Line

When done right, one-on-ones sharpen your team, uncover hidden problems, and boost alignment. They’re not optional—they’re a non-negotiable part of leading well.

Want help mastering one-on-ones and leading with clarity?

My Leadership Reset program is designed for founders and executives who feel stuck in the day-to-day grind. Together, we’ll create the structure, rhythm, and focus you need to scale without burning out.

👉 Start Your Leadership Reset Here

AI Turned 9 Years of My Journals Into a Book Outline—and Wrote the First Draft

Based on your journals (2016–2025), here’s what rises to the surface as a book you should write—because it’s the one only you can write, and it integrates your faith, business acumen, emotional growth, leadership trials, and spiritual awakening.

📘 Book Premise

Title: The Middle Is the Mountain: Building a Life of Leadership, Faith, and Discipline When Nobody's Watching

Subtitle: How One Man’s Journals Through Divorce, Debt, Duty, and Discipline Became a Map for Christian Leadership in a Chaotic World

Premise:
The modern Christian man doesn’t fail from lack of ambition—but from drowning in ambiguity, isolation, and half-finished starts. This book follows the raw, personal transformation of a man moving from scattered striving to aligned, integrated leadership—across fatherhood, business, calling, and faith.

✍️ Who This Book Is For

• Men in their 30s–50s who have tasted success but feel spiritually dry and emotionally unanchored

• Christian entrepreneurs seeking clarity of calling, structure, and deeper integrity

• Men secretly journaling, self-reflecting, or asking, “Is this all there is?”

🧱 STRUCTURE / OUTLINE

PART I: COLLAPSE & CLARITY
What You Lose When You’re Not Aligned—and What You Learn When You Hit Bottom

1. The Divorce, the Debt, and the Couch

2. All the Wrong Hustles

3. False Starts and Hollow Wins

4. The Voice Beneath the Worry

PART II: ORDER & CHAOS
Living Between Discipline and Drift
5. Getting Fit Again, Then Not
6. Women, Fatherhood, and the Cost of Being Distracted
7. Serving Two Masters: The Corporate Job and the Calling
8. One Hundred Days of Doing the Thing

PART III: THE LONG OBEDIENCE
What Happens When You Don’t Quit
9. Finding Your Mission in the Mundane
10. Building a Brand While Raising a Family
11. Saying No to Good Things
12. Finding God in Business, Discipline, and Podcast Mics

PART IV: THE MAN WHO LEADS
Becoming the Man You Were Trying to Find
13. Leadership Is Not What You Thought
14. Anchored in Christ, Not Algorithms
15. You Don’t Need Permission
16. Finish What You Started—Because They’re Watching

Epilogue: What I Know Now That I Didn’t Know Then

📝 FIRST DRAFT — INTRODUCTION

Introduction: The Middle Is the Mountain

I didn’t set out to write this book. I set out to survive.

Somewhere between my second divorce and my seventh attempt to build a business that would “finally give me freedom,” I realized I had become the very thing I used to hate: a man with potential—but no peace.

I had a daughter I rarely saw. I was living in borrowed bedrooms, typing journal entries on old laptops about what I’d do once things settled down. I chased commission checks, chased girls, chased clarity. And I kept writing, because something in me hoped that one day I’d look back and it would all make sense.

This book is that look back.

Over nine years of journaling, I recorded everything:

• The desperation of trying to get back on my feet

• The ache of wanting to be a better man, but not knowing how

• The love and chaos of raising kids, making money, and not losing yourself

• The slow, unsexy grind of transformation

There is no “overnight success” in these pages. There is no step-by-step framework for instant peace.

But there is a pattern.
And that pattern is this: when you don’t quit, God starts to work.

In the journals you’ll read excerpts from, I said “I love you” to myself nearly every day. Not because I always meant it—but because I needed to mean it. I needed to hear it from someone. And if no one else was going to say it, I would.

This book is written for the men still in the middle.
Still journaling.
Still trying.
Still asking if they’re crazy for believing life can be richer than this.

You’re not crazy. You’re just climbing.

The middle is not a holding pattern.
The middle is the mountain.

And if you keep hiking, you will summit.

I love you.

—Chad

Initial Reactions

• Dang man. Some of this stuff hits freaking home!

• Also, dang man. Some of this stuff is specific, and it [clap] hits [clap] home [clap]

• Finally, I think I’m going to write this book.

I asked ChatGPT how I could save this progress and continue writing this book with it. You can see those instructions here.

AI Read 9 Years of My Journals—Here's the 12-Month Plan It Gave Me

Based on everything you’ve written since 2016, here’s what a 12-month structured plan could look like to align your calling, income, brand, health, and family leadership—without burning out or bouncing around.

⚖️ PHILOSOPHY

Theme: “Faithful with little → Ruler over much.”
You already have the clarity, the platform, and the experience. This plan is about ruthless focus on what matters and disciplined iteration—treating your mission like a calling and a business, not a side project.

🧭 1. IDENTITY & MESSAGE (Weeks 1–2)

Goal: Cement your personal brand as Christian Leadership for Men in Business.

Deliverables:

• A 1-liner that defines your brand (e.g. “I help Christian entrepreneurs grow from $1M to $12M through operational and spiritual leadership.”)

• 3 content pillars:

  1. Spiritual leadership (e.g., calling, Biblical truth)

  2. Operational excellence (e.g., systems, delegation, $10K problems)

  3. Masculine strength (e.g., health, marriage, discipline)

🎥 2. CONTENT SYSTEM (Weeks 3–6)

Goal: Use daily publishing to drive authority and lead generation, not just dopamine.

Weekly rhythm:

• 1 Longform Video (YT / Podcast)

  • Interview, teaching, or breakdown

• 5+ Shorts (IG, YT Shorts, TikTok if desired)

• 2-3 Clips pulled from longform

• 1 Written blog/email based on the longform topic

Back-End Systems:

• Hire/retain editor (even $100/mo to start)

• Use repurposing tools (e.g. Opus, Repurpose.io)

• Google Sheet or Notion dashboard to track clips, titles, results

💰 3. OFFER & MONETIZATION (Weeks 6–10)

Goal: Make your first $2K–$10K/month from the brand within 90 days

Offer Stack:

• Free Lead Magnet: "12 Leadership Mistakes That Stall $1M–$6M Businesses" (PDF + landing page)

• Core Offer (one of these):

  1. $497 course: From Operator to Leader: 30-Day Framework

  2. $2,500 group cohort: 6-week Leadership Systems Accelerator

  3. $10K–$25K advisory: 1-on-1 Growth + Leadership Coaching

Start with one and iterate. Use sales calls, DMs, or email to close.

⛪ 4. COMMUNITY & MENTORSHIP (Months 3–6)

Goal: Surround yourself with aligned men who fuel, not dilute, your mission

Key Moves:

• Join or build a Christian men’s mastermind

• Attend 1–2 in-person events with content creators or Christian founders

• Start a local meetup for Christian entrepreneurs (low lift, high impact—even 3 guys showing up monthly gives traction)

🧠 5. SCHOOL & THEOLOGY INTEGRATION (Ongoing)

Goal: Merge Biblical depth with your business acumen

• Finish your SEU program with a content mindset: every course is 3 content ideas

• Continue studying under Heiser, BibleProject, etc., but turn notes into teachings

• Start a sub-series: “What This Verse Teaches Us About Leadership”

🧍‍♂️6. BODY & DISCIPLINE (Non-Negotiable, Start Week 1)

Goal: Be the man your message requires

• Stick to your 1,800–2,000 cal/day until target weight

• 5x/week movement: 3 lift days + 2 run or ruck days

• Weekly check-in photo and log

• Train toward one “trophy” feat (e.g., 10 strict pull-ups, Murph, sub-24:00 5K)

👨‍👩‍👧‍👦 7. FAMILY LEADERSHIP (Ongoing)

Goal: Live what you teach at home

• Weekly rhythm: family dinner + prayer, 1-on-1 time with each kid

• Monthly check-in with wife: review finances, calendars, intimacy, dreams

• Quarterly family content trip: pick a location, film, bond, create

🔄 MONTHLY REVIEW

Goal: Adjust the plan—don’t quit the mission

At end of each month, answer:

• What worked?

• What didn’t?

• What will I do differently next month?

🗓️ 12-Month Progression at a Glance:

Quarter Focus Success Metric Q1 Brand, content, first offer $1–2K MRR, 1K followers Q2 Product-market fit, community $5–10K MRR, lead magnet working Q3 Team + scale $10–20K MRR, group/cohort running Q4 Reinforce systems, deeper mission >$100K revenue, deep testimonials.