For many professionals, leadership is a career milestone. For Dean DiSibio, it’s a way of life—one shaped by more than 30 years of dual experience in the military and the corporate world.

As a U.S. Army Reserve Colonel and a seasoned business leader, DiSibio has developed a leadership style rooted in discipline, empathy, and mission-focused execution.

In this exclusive interview, DiSibio shares the personal journey that shaped his career, the philosophies that guide him, and the lessons he’s bringing to the next generation of leaders through his organization, the Colonel’s Leadership Council.

Mission: Think, adapt, and lead

DiSibio’s leadership journey began not in a boardroom but at basic training, where an unremarkable high school record led him to enlist in the Army at 18. “I wasn’t a very good student,” he admitted, “but early military experience gave me something school didn’t—structure, responsibility, and the power of teamwork.”

From those early days of basic training and an inner drive, DiSibio earned a commission as an officer and continued building a military career in parallel with a corporate one. “That combination—30 years in the Army and decades in business—shaped how I lead today.”

In his final military role, DiSibio worked with the U.S. Army’s 75th Mission Command Division, helping train commanders to plan and execute missions in dynamic, unpredictable environments. It was here that he embraced the Army’s post-9/11 philosophy of “mission command”—a leadership approach centered on empowering teams by clearly explaining why something needs to be done and trusting them to figure out how.

“Prior to that, it was all about battle command—telling people exactly what to do and how,” DiSibio said. “But in today’s world, whether military or business, we need to grow people who can think, adapt, and lead. That starts with giving them context and letting them own their mission.”

Battlefield to boardroom

While the stakes differ, DiSibio believes the same leadership principles apply in business. “Whether you’re leading soldiers or sales teams, it’s about building trust, setting clear expectations, and holding people accountable—not through control, but through connection.”

He recalled a formative experience as a young lieutenant taking command of a unit that had recently suffered a tragic loss. “The soldiers didn’t care how much I knew. They wanted to know I cared. That taught me that emotional connection is foundational to leadership.”

Later, as he oversaw large-scale training operations, DiSibio faced the challenge of uniting teams across different roles and functions—something that mirrors the siloed departments found in many businesses. “It’s easy to say ‘that’s not my job’ in either setting,” he said. “But the people we serve don’t care about your org chart. They care about outcomes. One team, one fight.”

Advice for new leaders

A lifelong learner, DiSibio co-authored the book Reel Lessons in Leadership (not a typo) with his father, blending leadership theory with stories from classic films like Apollo 13 and Erin Brockovich. “It’s about using recognizable characters to spark deeper conversations about leadership traits—what works, what fails, and why,” he explained. “And with today’s streaming culture, you can pull lessons from anywhere—even Ted Lasso.”

For up-and-coming leaders, DiSibio offers one powerful piece of advice: Develop your leadership philosophy before you lead.

“Pause and ask yourself: How do I want to lead? What do I stand for? That clarity will shape how you show up for your team.”

He also encourages young leaders to embrace curiosity over judgment. “There’s a great scene in Ted Lasso that illustrates this—people often jump to conclusions. But if you lead with curiosity, you learn more, build trust faster, and make better decisions.”

The human side of leadership

Looking ahead, DiSibio sees a future shaped by both artificial intelligence and human connection.

“AI will change everything, but organizations need to approach it responsibly,” he said. “That means slowing down—ready, aim, fire—rather than diving in headfirst.”

Still, he believes the human side of leadership will only become more important. “In a hybrid world, where people feel disconnected, leaders will have to double down on clarity, accountability, and empathy.”

Whether training Army units or helping executives lead more effectively, DiSibio’s message is clear: Leadership is a full-contact sport—and people come first. If you forget that, you will flounder in your leadership role.

“The title doesn’t matter. The department doesn’t matter. What matters is that people know you care and that you’re committed to the mission, whatever it may be.”

For the cleaning industry—where success often depends on the performance of individuals and teams working behind the scenes—this message couldn’t be more relevant.

In a field driven by service, reliability, and precision, frontline workers need more than task lists—they need leaders who can inspire pride in their work, communicate purpose, and cultivate connection across roles and shifts. That means supervisors, facility managers, and company owners must embrace leadership not as a job title, but as a responsibility to develop people, not just processes.

As DiSibio put it, “If you want excellence, lead with empathy. Empower people to think. And never forget that no matter how advanced your tools become, the heart of every mission is human.”

Jeff Cross is the media director for ISSA, which publishes three print media brands. He can be reached at [email protected] or 740-973-4236.

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