Chief Change Officer #369 Chris Schrader: From Rainy-Day Idea to Global Movement—The 24 Hour Race Story–Part Two
After launching a global anti-trafficking movement in his teens, Chris Schrader didn’t settle down—he leveled up.
In Part Two, the founder of the 24 Hour Race draws parallels between navigating the Gobi Desert and leading high-growth businesses across continents. From dropping out of Harvard to leading expeditions and scaling software companies, Chris shares why building teams isn’t about maximizing your strongest players—it’s about supporting your weakest. And why sometimes, real leadership means being the “secretary of the team,” not the star.
This episode goes beyond business tactics and into the mindset behind meaningful leadership. It’s a deep dive into servant leadership, self-doubt, ruthless decision-making, and how to chase your personal North Star—even if you never reach it.
Key Highlights of Our Interview:
When ISIS Threats and Identity Crises Collide
“Some challenges are existential—like not knowing what we are. Others are urgent—like whether to cancel an event after a terror threat.”
The Expedition Analogy: Climbing Unmapped Peaks
“Trying to grow an organization is like summiting a mountain no one’s climbed before—you’ll miss things, reroute, and sometimes have to turn back.”
The Gobi Desert and the North Star
“You navigate by stars knowing you’ll never touch them. That’s what great goals are—worth chasing even if you never arrive.”
The Secret to Team Performance
“You’re not defined by your best players. You’re defined by your weakest. Great leaders either lift them—or make hard calls.”
Servant Leadership Isn’t Just Humility—It’s Precision
“As a leader, I’m the expedition secretary. My job is to clear the path so my team can outperform me in every way.”
When to Cut Loose and When to Coach
“Too many leaders let low performers drag down morale. In expeditions, that mistake can get someone killed. In business, it just slowly kills momentum.”
The Myth-Building Side of Leadership
“Sometimes leadership means becoming something aspirational—a myth people can believe in. But you still serve the mission, not yourself.”
Between What You Want to Be and What You Need to Be
“I want to be the first man to circumnavigate the moon. But I need to be a good son, a great partner, a reliable chairman—and pay my sous-vide-powered electricity bill.”
The Hardest Impact Isn’t Global—It’s Personal
“It’s easy to romanticize Musk or Zuckerberg. Harder? Being the friend who actually shows up. That’s the real Paragon of humanity.”
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Host: Vince Chan | Guest: Chris Schrader
--Chief Change Officer--
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