How To Be A Business Disruptor

Peter is the CEO and co-founder of Seniors Helpers, a leading national non-medical in-home senior care franchise.

“Many a false step has been made by standing still.”

This is a favorite quote of mine. It’s from The 4-Hour Workweek by Timothy Ferriss, but to me, it is the quintessential mantra not just to continue moving—but to continue disrupting.

When we hear the word “disruptor,” ostensibly we may think of chaos, rule-breakers or disorganization. But in business, disruptors are industry innovators, change-makers, even pioneers that push boundaries for the sake of progress. Disruptors are needed to take businesses, communities and society to the next level.

For the past 11 years, CNBC has been providing distinction to the top 50 companies causing disruption. It’s no surprise that this year, those on the list are addressing problems plaguing our country, like healthcare, energy, the supply chain and finance. Yes, we might expect disruptions to be more prevalent in certain industries but, frankly, leadership in all industries should be challenging the status quo with the goal of finding more efficient, effective and customer-centric ways of doing business.

For me, as an advocate for in-home senior care, it means looking forward to 2030, when we will have the largest population of seniors in our history—seniors who will need care. I am tasked not just with what’s best for my franchise but also with quality care for our aging population. A concern we all share as we ourselves age or as we care for an aging loved one.

I have an affinity for sports. I think sports is germane to business in many ways, especially for insight. Canadian hockey legend Wayne Gretzky is famous for a line that translates well into business: “Skate to where the puck is going, not where it has been.” This is comprehensibly perhaps the most astute statement about being a business disruptor. It’s about forward-thinking and vision. Leaders need to position themselves to push the envelope, and yes, that takes courage.

The 3-Step How-To Guide

Here’s a start to adapting your approach and keeping disruption in business top of mind.

Think solution first.

The pandemic taught us a great lesson in problem-solving for the short and long term. Take the restaurant industry, for example. Those establishments that quickly pivoted to take-out and online ordering thrived in unknown territory. Disruption, at times, emerges when you can identify, improve and solve problems. In this case, many restaurants were able to leverage technology and automation to streamline processes and improve efficiency. In the long run, the hurry-up adjustments made in the moment, designed to solve problems, have led to more efficient long-term practices.

Recognize the competition.

I often say competition is in the mirror when you wake up every day. In other words, don’t stand in your own way. Certainly keep your eye on competitors, but don’t let them dictate your journey. Disruptors need to stand out and be unique. Look at Amazon founder Jeff Bezos. He has taken e-commerce to new levels after opening an online book-selling site in 1995. Bezos has amassed a fortune, Amazon now employs more than 1.5 million people around the globe and he’s founded the spaceflight company Blue Origin. But Bezos met his share of skeptics along the way, as most innovators do. Don’t let that stop you. Amazon is a great example of disruption leading to new market segments, economic growth and job creation.

Study the data.

It’s objective, not subjective. Once you know what you’re dealing with, go beyond the intel. As a disruptor, you have the opportunity to transform industries. Look how streaming services, now second nature to us, took the once powerhouse Blockbuster Video out of the game. The video rental company became an antiquated commodity when Netflix charged onto the scene, themselves adjusting to market dynamics. Instead of seeing where the future was going in digital streaming, Blockbuster was a holdout and failed. Industries that take the time to analyze shifts in consumer behavior and reshape their organization are disruptors.

How To Test The Waters

Disruptors should try new ideas. Yes, some will fail, but when you are a catalyst for change, sometimes you must shake things up, and failure is how we learn. In change management, business as usual is not an acceptable strategy. Ask questions. Start with these:

• Is what we’re doing making an impact? If not, what can change?

• Where is the market going?

• What do we see coming in the future?

• How can we increase the bottom line without passing costs to clients? Add new services? Extend customer reach?

• How do we get people what they want?

• How do we ask people what they want—survey?

• How do we leverage technology to better serve clients and the company?

• How can we utilize new strategies to reshape market dynamics?

How To Make It Happen

Disruption is a team effort. Leadership should be the lead strategist, but effective disruptors build muscle by organizing an effective team. Frankly, I like the people around me to be smarter than I am because DIY leadership is ineffective. We have two ears and one mouth for a reason—listen to your team. They are part of the resources and references at your disposal that you should leverage. Sharing the vision allows everyone to have buy-in, providing value to the team.

Keeping an eye on the future means immersing yourself in all you can in your industry. Positioning yourself with something as simple as serving on industry boards can help you determine what’s out there and what’s coming. Remember, too, that disruption is not an overnight success story—you can’t change the tires on the bus while it’s running, and adaptation is sometimes gradual.

Being a disruptor helps keep your business and your industry relevant and moving forward in a rapidly changing marketplace. It must be done to be innovative, well-positioned, competitive and constantly evolving. Is every leader going to be a disruptor? No, but you’ve got to find a way to stand out. It starts by learning to follow where the puck is going.

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