Sun Tzu on why distant decisions miss
This morning I was reading The Art of War and came across this:
“No evil is greater than commands of the sovereign from the court.”
Sun Tzu warns against leaders making decisions far removed from the realities of the battlefield. For small business owners, the lesson is direct: the further you are from the people closest to the action — your employees and customers — the more likely your decisions are to miss.
Picture a small-town bookstore. Overstuffed armchairs. Shelves brimming with stories. Handwritten staff notes tucked under customer favorites. A place where readers linger and the community gathers. Then the owner decides to replace the much-loved “Staff Picks” section with a display of bestsellers, expecting it to lift sales. Customers aren’t happy. They loved the personal touch of staff recommendations. They used that section to discover books they wouldn’t have found otherwise.
The best decisions come from listening to the people on the front lines. Here’s how that plays out.
Your employees see what you don’t
Your employees spend their days interacting with customers. They hear the questions. They notice the patterns. Their observations are some of the most valuable input you can get.
At the bookstore from earlier, employees noticed that customers lingered in the local-author section and asked for suggestions. The team partnered with a local press to create a “Local Treasures” wall, featuring books by area authors with handwritten staff blurbs and space for customer reviews. Sales went up. So did the store’s standing as a supporter of the local literary community.
Ask your employees what trends, questions, or preferences they’re seeing from customers. Encourage them to suggest small changes — curating displays, adjusting inventory — and give them the room to implement.
What’s one way you could let your team take the lead this week?
Your customers’ feedback holds the answers
Customers are full of ideas about what they want. Sometimes you just need to ask.
Customers at the bookstore often mentioned wanting a way to connect with fellow readers. Instead of building a quiet reading nook that would have taken retail space, the owner partnered with a nearby tea shop to host a weekly community book club. People gathered at the tea shop. Copies of the book were available for purchase at the bookstore. The collaboration deepened relationships and drove sales for the featured titles.
Use surveys, comment cards, or casual conversations to gather feedback. Look for recurring themes. Prioritize the ideas that line up with your goals.
What’s one piece of customer feedback you’ve heard recently that you can act on this month?
Data is helpful, context is everything
Sales data tells you what’s happening. It doesn’t tell you why. Combining the numbers with input from your team and your customers gives you a fuller picture.
Cookbook sales at the bookstore had been flat for months. After talking with staff and customers, the owner realized people felt overwhelmed by the options. They partnered with a local bistro to host a cooking demonstration using recipes from a popular cookbook. The interactive experience introduced customers to new titles. Sales of the featured books moved.
Use data to identify opportunities. Use conversations with employees and customers to provide the context. Spend time observing customer behavior to uncover the “why” behind the numbers.
Spend an hour this week talking to your employees or customers. What hidden opportunities could you uncover?
Open communication creates new opportunities
Top-down decision-making misses good ideas. When you create space for employees to share what they see, you tap into something the org chart hides.
During a team feedback session at the bookstore, an employee suggested a “Books & Brews” event with a local brewery. A local author reading paired with craft beer tastings. The event lifted sales of the author’s books and brought in new customers, many of whom became regulars.
Hold regular team meetings or brainstorming sessions. Use tools like Slack or Trello to organize the suggestions. Schedule a team brainstorming this month. See what surfaces.
Compete by making your business better
When competitors introduce new offerings, it’s tempting to copy. The better move is usually to use the insight to make your own business better.
When a competing bookstore launched a loyalty program with discounts and perks, our bookstore responded with a “Circle” program. Members got early access to book launches, exclusive discounts, and invitations to private author events. The program didn’t just mirror the competitor. It emphasized what made the bookstore distinct — personal connection and unique offerings.
Look at competitor strategies and ask how you could improve on them in a way that fits your brand. Focus on enhancing the customer experience, not on matching what others are doing.
Small businesses have the edge
Small businesses are closer to their employees and customers than larger competitors can be. That proximity makes it easier to identify opportunities and act quickly.
The bookstore owner noticed customers frequently asking for gift ideas during the holidays. She partnered with a local candle company on holiday gift bundles featuring books, candles, and custom bookmarks. The bundles became a favorite. The bookstore stood out as a thoughtful, community-focused shop.
Spend time on the floor observing and listening. Use your size to make decisions faster than larger competitors can.
Empower, listen, adapt
Detached decision-making rarely succeeds. The best choices come from being in the thick of things. Talking to your team. Hearing your customers. Understanding what’s actually happening day to day. When you empower the people closest to the action, listen to their insights, and adapt based on what you learn, you build a stronger, more connected business.
Look for one decision you can hand over to your team this week. Act on a recurring piece of customer feedback. Spend an hour with your team or your customers just observing and asking questions.
The strongest businesses aren’t built on guesswork. They’re built by staying connected to the people who make it all work.
About the Author
Ron Tester is a physical therapist with thirty years in the field. He built, grew, and operated a multidisciplinary home health company employing PTs, OTs, and SLPs through a successful exit. He now coaches outpatient PT, OT, and SLP clinic owners on operating at the owner level. Certified Executive Coach and Book Yourself® Solid Coach. Learn more at https://rontestercoaching.com/about.