Copyright Inc. Magazine
When I started Steady, I worked out of a small coworking space surrounded by other scrappy founders trying to make something out of nothing. None of us had funding. We were all hustling. But even then, I noticed a split. Some founders spent their days tweaking their websites, refining pitch decks, and polishing their résumés for investors. Others were in the trenches—selling, building, failing, pivoting, and collecting their first checks. That difference stuck with me. Because years later, I see it everywhere: Many founders chase visibility before they build foundations. Visibility is seductive Featured Video An Inc.com Featured Presentation It’s easy to focus on what looks good from the outside. A flashy website. A polished LinkedIn announcement. A big funding headline. And yes—awards. The appeal is obvious. Recognition feels good. It validates the sacrifices you’ve made. It gets people’s attention. And in many cases, visibility can even buy time—helping attract investors, talent, or customers. I get it. The temptation is real. But it’s also a trap. Visibility is a sugar high. It looks great from the outside while the foundation underneath stays shaky. Here’s the simple test I use to determine if it’s visibility or foundation: If the thing I’m working on would look great in a press release but doesn’t move the business forward in six months, it’s visibility—not foundation. After the spotlight dims Earlier this year, I accepted the SBA Person of the Year award, and more recently Steady made the Inc. 5000 list for the second year. It was an incredible moment—for me, for my family, and for our team. We’d built this company from scratch, and the recognition was deeply meaningful. But the morning after, nothing magical had changed. The inbox was full. Subcontractors needed answers. Schedules were slipping. The cameras had turned off, and the work was exactly the same. That moment drove home a lesson I’d learned early on: awards are markers, not engines. They reflect what you’ve built—they don’t build it for you. How to build a company Our growth at Steady didn’t come from applause. It came from people, systems, and discipline. It started with people—team members who take ownership, solve problems, and execute day after day. Then came systems—clear roles through a responsible, accountable, consulted, and informed metric, workflow tools, cost catalogs, approval paths, reporting cadences. None of it glamorous. All of it essential. For example, early on every subcontract had to cross my desk for approval. It seemed efficient—until projects began stalling while they waited for me. Once we created a standard contract package and delegated approvals to project managers, turnaround times dropped from five days to one. No award could’ve done that. Only systems could. And then there’s culture—an insistence on action over perfection, accountability over chaos. One personal discipline shaped how I lead: I do the hard things first. Every morning, I tackle the decisions, conversations, and tasks that truly move the company forward. The easy stuff—emails, updates, quick approvals—can wait. Growth happens in those early hours, not in the late-day cleanup. How awards fit in Awards have their place. They open doors with clients who don’t know you yet. They boost team morale. They make recruiting easier. They give credibility a push. But they’re multipliers, not foundations. They amplify what already works. They can’t fix what doesn’t. My message to other founders Don’t confuse recognition with substance. The grind—the pivots, the failures, the small wins, and the boring operational work—is what builds a company. Awards will come if you do the work. But even when they do, remember: The trophies look great on the shelf, but they don’t build the business. Before you spend another hour polishing your pitch deck or crafting the perfect announcement, ask yourself: Have I built the foundation that will still be standing when the spotlight moves on?
