by Jakub GrzadzielskiWhat Separates Great Leaders from Ordinary Ones
Most people can learn the mechanics of leadership. Fewer choose to live its deeper demands.
At first glance, great leaders and ordinary leaders often look similar. They hold comparable titles, attend the same meetings, speak the same language of strategy and results. Yet over time, their impact diverges sharply. Teams under great leaders tend to grow, take ownership, and outperform expectations. Teams under ordinary leaders may function, deliver, and comply – but rarely transform.
The difference is not talent, intelligence, or ambition. It lies in a set of choices that great leaders make consistently, often quietly, and often at personal cost.
The relationship with power
Ordinary leaders tend to use power.
Great leaders tend to carry responsibility.
Power is seductive. Titles grant authority, access, and visibility. An ordinary leader may lean on that authority to get things done – issuing decisions, expecting compliance, and equating alignment with agreement. This works, especially in the short term.
Great leaders relate to power differently. They see authority not as a right, but as a burden. Decisions are made with an awareness of second- and third-order consequences. Influence is earned repeatedly, not assumed. They ask not “Can I decide?” but “Should I?” and “Who will live with the outcome of this choice?”
As a result, people follow ordinary leaders because they have to. They follow great leaders because they choose to.
The way they listen
Ordinary leaders listen to respond.
Great leaders listen to understand.
Listening is often cited as a leadership skill, yet it is rarely practiced deeply. Ordinary leaders gather information quickly so they can move on to solutions. They interrupt, redirect, or prematurely reassure. The conversation feels efficient – but shallow.
Great leaders create space. They tolerate silence. They ask questions that slow the conversation down rather than speed it up. They listen not only to words, but to hesitations, emotions, and what remains unsaid. This kind of listening takes time and patience, and it can feel uncomfortable.
The payoff is trust. People tell great leaders the truth earlier – including bad news – because they feel heard rather than judged.
Their relationship with certainty
Ordinary leaders project confidence.
Great leaders balance confidence with humility.
Many leaders believe they must always appear certain. Ordinary leaders often feel pressure to have answers, to speak first, and to maintain an image of control. Admitting doubt may feel risky.
Great leaders understand that false certainty is more dangerous than honest uncertainty. They are willing to say “I don’t know yet,” “I was wrong,” or “We need more perspectives.” This does not weaken their authority – it strengthens it.
By modelling learning rather than perfection, they create cultures where people experiment, speak up, and take ownership of their mistakes instead of hiding them.
How do they treat people under pressure
Ordinary leaders manage performance.
Great leaders develop people.
When pressure rises — deadlines tighten, numbers fall, crises emerge — the differences become visible. Ordinary leaders narrow their focus to output. Conversations become transactional. People are valued primarily for what they deliver.
Great leaders do not abandon performance expectations; they broaden the lens. They ask what the pressure is doing to the people, not just the results. They know that how results are achieved matters because it shapes the culture long after the crisis has passed.
They invest in people even when it is inconvenient – through feedback, coaching, and difficult conversations – because they think beyond the next quarter.
Their approach to self-awareness
Ordinary leaders work on others.
Great leaders work on themselves.
Leadership magnifies who you already are. Stress amplifies blind spots, habits, and unresolved patterns. Ordinary leaders often externalize problems: the team is resistant, the organization is slow, the market is unfair.
Great leaders turn the lens inward. They ask uncomfortable questions about their own reactions, triggers, and assumptions. They seek feedback not as validation, but as data. This level of self-awareness is demanding and sometimes painful, which is why many avoid it.
Yet it is precisely this inner work that allows great leaders to remain consistent, fair, and grounded over time.
The legacy they care about
Ordinary leaders focus on success.
Great leaders think in terms of impact.
Success is measurable: promotions, bonuses, recognition. Impact is subtler. It shows up in how people speak about their leader years later, in the leaders who emerge from their teams, and in the cultures that persist after they leave.
Great leaders are aware that leadership is temporary, but its effects are not. They act with a long-term horizon, even when short-term incentives push in the opposite direction. They care not only about what they achieve, but about who people become while achieving it.
A choice, not a trait
Great leadership is not a personality type or a permanent state. It is a series of choices, made daily, often without applause. Choices to listen longer, to share power, to stay curious, to do inner work, and to act with integrity when no one is watching.
Not everyone wants this path – and that is okay. It is more demanding, more exposing, and often lonelier. But for those who choose it consciously, leadership becomes more than a role. It becomes a way of being.
And that, ultimately, is what separates great leaders from ordinary ones.