The Dichotomy of Leadership in the Supplement Industry
There seems to be two different camps when it comes to being a “leader” in the supplement industry. Sure, everyone is trying to sell their products and claim to have some “revolutionary” technology and profile that only they have access to, but there’s a true dichotomy of leadership in the supplement industry that goes unspoken.
Now, I’m going to be straight with you like I always am. This article on the dichotomy of leadership is going to ruffle some feathers. I’m cool with that. If you want to act like a child and get all offended like a little snowflake because what I’m about to say hits a little too close to home for you, then go ahead and skip this article, and I’ll catch you in the next one. But for those of you who want to hear the honest truth about the supplement industry, buckle up, and let’s roll.
The Dichotomy of Leadership in the Supplement Industry
Yeah, it sounds like a fancy book title that Jocko Willink and I would smash together to create a New York Times best-selling book. But there is a true dichotomy of leadership in the supplement industry, and for some reason, there are individuals who can’t get their heads out of their own asses.
The role of a leader is to build up your team. If you’re not interested in building tomorrow’s leaders, you have no right being in such a role. As with all industries, you have brands, owners, and employees who spend more time talking shit about other brands than they are trying to build their own. Gary Vaynerchuk says it best when he mentioned that you can either focus on building the biggest building in town or put your focus on tearing everyone else’s down.
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This dichotomy of leadership between being a hard-ass and good person seems to get people twisted, and people seem to abuse their powers or put themselves up on a self-appointed pedestal.
When people leave a company to go to another supplement company, they want to bash them and call them a sell-out, that they didn’t do a good job at the brand, etc. Just completely toxic behavior. Did anyone ever stop to think that the individual felt capped and had a ceiling placed above them where they merely couldn’t grow any further within the company?
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Look, I spent a decade trying to build MET-Rx before starting my own businesses. It was the best thing to ever happen to me. I wanted to build the people up around me at MET-Rx, but I was handcuffed by executives who didn’t truly want anyone to progress and potentially push them out of their position. Why? Because they weren’t building leaders, they were shit-talkers who were only looking out for themselves. (The leadership has changed since I departed the brand, so I’m not sure where things stand as of right now.)
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