By Jack Parsons, Jr.
There’s a powerful quote by the legendary motivator Zig Ziglar that I’ve always believed in: "You don't build a business. You build people, then people build the business."
In our line of work—managed IT and cybersecurity—it’s easy to focus on the technology. We talk about firewalls, networks, servers, and software. But after more than 25 years of running METROGEEK, I can tell you that none of it works without the right people.
For me, leadership isn't about giving orders from a corner office. It’s about being in the trenches with my team, working side-by-side with the people I’ve entrusted to represent our company. I am deeply invested in their growth, not just as employees, but as individuals.
The METROGEEK Tribe
My team is more than just a group of employees; they are my tribe. We've weathered market changes, technological shifts, and personal challenges together. We have survived and thrived for over two decades not because we had the perfect business plan, but because of the incredible "vibe of the tribe."
I truly believe that the strength of our business is a direct result of the strength of our people. I run my company based on a few simple principles:
- Empowerment: I give my team the opportunity to take point. I trust them to own a problem, find a solution, and lead the way. That kind of trust doesn't just get the job done; it builds confidence and skill.
- Encouragement: When someone on the team misses the mark—and it happens to all of us—my job is to be their biggest cheerleader, not their critic. I encourage them to learn from the mistake, dust themselves off, and try again.
- Guidance: When someone loses their way, I correct them, not with judgment, but with a firm hand and clear direction. We are a team, and we all have a responsibility to keep each other on the right path.
- Humanity: Most importantly, I always try to let them know they are more than the job. Their well-being, their family, and their personal growth are just as important as their work.
This is the essence of building a business. It’s not about the systems we deploy or the software we manage. It’s about the people who show up every day, ready to tackle challenges and support one another. It’s about creating an environment where they feel valued, empowered, and safe enough to grow.
Twenty-five years is a long time in the tech world. The reason we've lasted is simple: we built a great team, and that team built a great business.
