Going All In: Not Saving Anything for the Swim Back

Leave nothing for the swim back

There's a moment in the 1997 sci-fi film Gattaca that perfectly captures what it means to truly commit to something. In this world where genetic engineering determines your future, Vincent (the "unaltered" protagonist) and his genetically "superior" brother Anton challenge each other to swim races in the ocean.

For years, Anton would win these competitions. But then something changed, and Vincent began to consistently beat his brother despite his supposed genetic disadvantages.

In their final race as adults, they swim farther from shore than ever before. When Anton begins to falter and asks how Vincent keeps winning, Vincent reveals his secret:

"I never saved anything for the swim back."

This powerful line has stayed with me, especially during a recent flight from Portland to Birmingham, Alabama, where I was headed to conduct STEEP dispatch training with Hurst Towing. As I watched this scene unfold on my in-flight entertainment screen, I realized how perfectly it applies to the towing industry and business leadership in general.

The Comfort of Reservation

Most of us operate with a safety net. We hold back a portion of our energy, creativity, and commitment as a reserve—just in case. We save something for the swim back.

In the towing business, I see this manifesting in several ways:

- Dispatchers who stick to basic scripts rather than fully engaging with callers

- Managers who avoid difficult conversations to maintain comfortable relationships

- Owners who hesitate to invest in comprehensive training because "things are working fine"

- Teams that maintain the status quo rather than pursuing excellence

This approach seems prudent.

After all, shouldn't we always have a backup plan? A way to retreat if things don't work out?

The Cost of Holding Back

What Vincent understood—and what transformed him from perpetual runner-up to champion—was that reservation itself has a cost.

When we hold back, we:

1. Cap our potential. We never discover what we're truly capable of achieving.

2. Signal doubt. Our teams sense our hesitation and mirror it back.

3. Create self-fulfilling prophecies. By planning for failure, we often invite it.

4. Miss breakthrough opportunities. The most significant growth happens at the edge of our comfort zones.

In the towing industry, I've witnessed companies plateau for years because they're operating at 80% commitment. They're good, but they'll never be great—because they're always saving something for the swim back.

The Power of All-In Leadership

When I work with towing companies implementing the STEEP process, I can immediately tell which ones will see transformative results. It's not about company size or resources. It's about commitment.

The companies that go "all in" on relationship-building with their customers, on supporting their dispatchers, on embracing the entire STEEP methodology rather than cherry-picking easy elements—these are the companies that see 30-40% increases in cash call conversions within weeks.

They're the Vincent Freemans of our industry, swimming so far out that turning back isn't an option.

What Going All-In Looks Like

Going all-in doesn't mean being reckless. Vincent didn't swim out without preparation. He trained for years. He studied the currents. He built his endurance. His commitment wasn't blind—it was backed by preparation and purpose.

For towing company leaders, going all-in means:

- Investing fully in your team's development, not just with training but with ongoing coaching and support

- Embracing discomfort as the price of growth

- Setting audacious goals that require complete commitment

- Leading by example, showing your team what 100% looks like

- Removing backup plans that subtly undermine your primary strategy

The Paradox of the Return Journey

Here's the fascinating paradox of Vincent's approach: By not saving anything for the swim back, he actually increased his chances of making it back safely. Why? Because his all-in commitment pushed him to heights of performance he couldn't have reached otherwise. His complete focus on forward progress made him stronger, more determined, and ultimately more capable. The same applies in business.

The companies that commit fully to excellence often find themselves with more resources, more customer loyalty, and more team cohesion than those who held back.

Their "all-in" approach didn't deplete them,it enriched them.

Your Personal Swimming Race

As I sat on that plane watching Vincent reveal his secret, I couldn't help but reflect on my own journey building TDR Way. There were countless moments when conventional wisdom would have had me "save something for the swim back":

When I first developed the STEEP process and people said it was too idealistic.

When I invested significant resources in creating comprehensive training materials. When I decided to focus exclusively on relationship-building in an industry often fixated on speed and volume.

Each time, I chose to swim further out. Not recklessly, but with the deep conviction that holding back would cost more than going forward.

The Question That Changes Everything.

So I'll leave you with the question that transformed Vincent from underdog to champion:

What would be possible if you stopped saving anything for the swim back?

- How would your dispatch team perform if they were fully committed to creating meaningful connections with every caller?

- How would your business grow if you invested in training without reservation?

- How would your leadership impact change if you stopped hedging your bets?

The ocean of possibility is vast. How far will you swim?

--- Mike Porter is the founder of TDR Way, providing specialized STEEP dispatch training and business consulting for towing companies nationwide. With over 30 years in the towing industry, Mike helps companies transform their customer relationships, increase cash call conversions, and build thriving businesses through comprehensive training and coaching programs.