Believe in Better: Rethinking What Leadership Really Means

Believe in Better: Rethinking What Leadership Really Means

When we talk about great business leaders, the same names always come up. Steve Jobs. Elon Musk. Warren Buffett. Bill Gates. Oprah Winfrey. Sundar Pichai. Jeff Bezos.

And it makes sense. They built massive companies, launched game-changing products, and made billions. Their success is undeniable.

But lately I have been wondering—does that make them great leaders? Or just successful ones?

Because those are not the same thing.

Success is easy to measure. Revenue. Market share. Valuation. It looks great in headlines. It sounds great in boardrooms.

But leadership?

That is harder.

It is quieter.

It is messier.

It is human.

We celebrate financial wins for a reason. Most of us work to support ourselves, our families, our futures. There is no shame in that.

But when we equate money with leadership, we start to overlook what actually makes someone worth following.

Take Steve Jobs. He is someone I admire in a very specific way. He got teams to focus. To do fewer things, better. That principle is baked into how I lead.

But that does not mean I want to lead like him. He was known for working nonstop, pushing people to the edge, and leaving little room for life outside the office.

So was he a great leader? Or just great at some parts?

That is where I have landed: We do not have to choose one model. We can take pieces from the people we admire and build our own.

That is what I try to do.

For me, it starts with belief.

I think great leaders help their team believe in the work—but more importantly, they show the team they believe in them.

That part is not easy.

It means caring about what your people care about. It means helping them grow—whether that is more money, a bigger title, or just a little more confidence.

And to be honest, this part is hard for me in very specific ways.

I am pretty good at understanding where people want to take their careers. I can spot strengths and gaps. I can coach, support, give honest feedback.

But when it comes to learning about my team outside of work—their families, their hobbies, what lights them up—I fall short.

It is not because I do not care. I do.

But talking business comes naturally. Small talk does not.

I have literal sticky notes on my desk to remind me to ask someone about their weekend.

Because connection is not something that just happens.

It takes intention. And practice.

And when your team knows you are in it for them, they will show up for you.

But that kind of trust does not just happen.

It grows in the small moments. The ones that do not show up in performance reviews or sprint demos.

It grows when you remember their kid’s name.

When you check in after a hard week.

When you pause a meeting to ask how they are doing, and actually mean it.

Some people are naturals at this. I am not. I have to work at it.

Sometimes it means asking, “How do you like to receive feedback?”

Other times, it means noticing when someone is off and not letting it slide.

It means listening, really listening, without jumping to solve.

It means learning what motivates them—what they are working toward, what they care about, what makes a win feel like a win to them.

Because not everyone wants the same things.

Some want a promotion. Some want stability. Some just want to feel like their work matters.

The job is to meet people where they are—not where you assume they should be.

That part takes energy. But that part is the work.

When people feel seen, they start to bring their full selves.

When they feel safe, they start to take risks.

When they feel supported, they start to lead alongside you.

So let me ask you this—who are the leaders who shaped you?

Think about the people you worked with or worked for. The ones who inspired you. The ones who challenged you. The ones who stuck with you.

Some of them had big titles. Big salaries. Big wins.

Others never made the spotlight.

But they listened. They encouraged. They helped you believe in yourself, even when you did not.

That is real leadership too.

So here is a simple exercise:

Grab a blank note or open a doc.

Split it into two columns.

Column 1: Leaders who were financially successful

• What made them effective?

• What part of their style do you want to use?

• What part do you want to leave behind?
  
  

Column 2: Leaders who were just great leaders to you

• What did they do that made them feel great to work with?

• How did they show up in tough moments?

• What do you want to carry forward?
  
  

Then take a step back. 

Circle the words or traits that keep coming up. 

Boil it down. 

What are two or three words you want to lead by? 

Not the words that sound good on a wall. The ones you want people to feel when they work with you.

Mine changes from time to time. But lately, they have been: Clear. Supportive. Real. 

You do not need to get it perfect. 

Leadership is not a checklist or a finish line. 

It is a style you grow into—one conversation, one choice, one team at a time. 

And hey, like Ted says—

“I believe in hope. I believe in Believe.”

So believe in better. 

Then go lead like you mean it.