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.
by Jakub GrzadzielskiLeadership Coaching in Practice: A Complete Guide for Leaders
As a former manager and now a leadership & executive coach and OD consultant, I’ve seen how conscious leadership can transform teams and entire organizations. In today’s environment – where change, complexity, and uncertainty define business reality – leaders need more than technical competence. They need emotional intelligence, adaptability, strategic communication, and a deep understanding of human behavior.
This guide brings together the essential elements of effective leadership:
What executive coaching is, how to develop leadership skills, how to lead teams effectively, and how to prevent burnout while building a culture of accountability.
What Is Executive Coaching? (And Why Leaders Need It Today)
Executive coaching is a structured, professional development process that helps leaders:
- increase their self-awareness
- strengthen emotional intelligence
- refine leadership behaviors
- improve decision-making
- accelerate performance and growth
Unlike consulting, coaching does not provide “the answer.” Instead, it helps leaders uncover insights, break limiting patterns, and create lasting behavioral change.
The outcome?
Better leadership habits, stronger relationships, and more effective teams.
How to Develop Leadership Skills: The Core Competencies of Effective Leaders
Modern leadership requires far more than managing tasks. Great leaders excel in:
- communication
- conflict management
- decision-making in uncertainty
- delegation
- active listening
- motivating others
But leadership is a skill – and skills can be developed.
Practical ways to grow as a leader:
- Take initiative: volunteer for responsibility and lead small projects.
- Improve communication: speak clearly, listen deeply, ask better questions.
- Ask for feedback: reflect on your reactions and behavioral patterns.
- Support teamwork: encourage collaboration and shared problem-solving.
- Work with a mentor or coach: gain perspective and accelerate growth.
- Set development goals: decide what type of leader you want to become.
How to Lead a Team Effectively
High-performing teams don’t happen by accident; they are built intentionally.
Strong leaders:
- foster open and honest communication
- co-create goals and metrics with the team
- celebrate progress and recognize achievements
- encourage autonomy and problem-solving
- ensure people have the tools and training they need
- take responsibility for their decisions
- reinforce the “why” behind the work
Leadership is not about control – it’s about creating conditions for people to succeed.
How to Build a Strong Team Culture
Team culture shapes how people work, communicate, and solve problems. A healthy culture improves performance, engagement, and retention.
To build culture that empowers people:
- encourage transparency and idea-sharing
- promote continuous learning and development
- create opportunities for connection (workshops, offsites, team projects)
- recognize contributions regularly
- lead through values and consistent behavior
- embrace diversity and inclusion
When leaders model the culture they want, teams follow.
How to Motivate Employees (Beyond Salary)
Research is clear: real motivation comes from meaning, belonging, and progress.
Effective leaders motivate by:
- communicating openly and frequently
- defining clear expectations and success metrics
- recognizing achievements in real time
- offering coaching, mentoring, and career development
- building a positive work environment
- leading with empathy and authenticity
- giving autonomy and trusting people to deliver
Motivation grows where people feel valued, supported, and trusted.
Handling Difficult Conversations as a Leader
Every leader faces them: conflicts, performance issues, missed expectations.
Avoiding them only worsens the problem.
A powerful framework includes:
- Prepare thoughtfully – understand facts, emotions, and identity triggers.
- Clarify the purpose of the conversation.
- Start from a neutral perspective – avoid blame, describe the situation objectively.
- Explore both viewpoints through active listening and empathy.
- Co-create solutions and agree on next steps.
Difficult conversations, done well, strengthen relationships rather than damage them.
Transitioning From Manager to Leader
The biggest shift leaders must make is a mindset shift.
Managers control processes.
Leaders empower people.
A successful transition includes:
- moving from task-focus to people-focus
- building emotional intelligence
- articulating an inspiring vision
- empowering instead of micromanaging
- modeling responsibility and integrity
- understanding that influence > authority
This shift marks the moment someone stops “managing” and starts truly leading.
Leadership Styles and When to Use Them
There is no universal “best” leadership style.
Effective leaders adapt based on context.
Common styles include:
- Authoritarian – fast decisions; useful in crisis, risky long-term
- Hierarchical – structured roles; good for predictability
- Mission-driven – inspires through purpose and values
- Pacesetting – sets high standards; great for high-performing teams
Adaptability is the real advantage.
Leaders succeed by reading the situation and adjusting their style.
How to Become a Better Leader
Leadership is not a title – it’s a discipline.
Improve continuously by:
- strengthening communication skills
- leading by example daily
- building trust through consistency
- practicing emotional intelligence
- making time for reflection and learning
Small behavioral improvements compound into transformational results.
Developing Emotional Intelligence as a Leader
Emotional intelligence (EI) is one of the strongest predictors of leadership success.
It includes:
- self-awareness
- self-regulation
- empathy
- motivation
- social skills
Ways to strengthen EI:
- reflective journaling
- asking for feedback
- personality assessments
- mindfulness and stress management
- setting healthy boundaries
- aligning actions with values
- celebrating progress
- practicing gratitude and active listening
- improving interpersonal communication
Emotionally intelligent leaders create psychologically safe, high-performing environments.
Building a Culture of Accountability
Accountability is not about control – it’s about ownership and clarity.
Leaders build accountability by:
- defining clear goals and expectations
- setting roles and responsibilities
- conducting regular check-ins
- modeling accountability personally
- focusing discussions on facts and solutions
- creating psychological safety
- using the same standards consistently
Accountability builds trust, speeds execution, and increases performance.
Preventing Burnout in Teams
Burnout is one of the biggest threats to modern organizations.
To protect your team:
- offer flexibility and autonomy
- set realistic goals and manage workload
- recognize achievements regularly
- develop soft skills like communication and time management
- address issues early through honest conversations
- identify root causes and implement action plans
- support well-being with healthy boundaries, rest, sleep, and mindfulness
A leader’s responsibility is not to eliminate stress – but to ensure it doesn’t become chronic.
Why Leadership Coaching Matters
Leadership coaching helps leaders:
- understand themselves more deeply
- improve emotional intelligence
- develop stronger relationships
- increase influence and team engagement
- make better decisions
- grow into the leaders their organizations need
Coaching strengthens both people and systems.
It drives cultures of trust, learning, and continuous improvement – critical for long-term success.
Conclusion
Leadership is an ongoing journey.
Understanding executive coaching, developing core leadership skills, leading teams consciously, building accountability, and preventing burnout are foundational to becoming a truly effective leader.
As both a former manager and a leadership coach, I’ve seen one clear truth:
When leaders invest in their own development, everyone wins – teams, organizations, and clients.
by Jakub GrzadzielskiThe Ability to Inspire and Energize Leaders
Introduction: Great leadership isn’t just about guiding tasks – it’s about infusing people with energy and purpose. In fact, Gallup research shows that managers influence at least 70% of the variance in their team’s engagement. That means a leader’s ability to inspire can make or break a team’s motivation. It’s no wonder a global IBM CEO survey ranked “ability to inspire” among the top three leadership traits needed today. Yet, surveys also show less than half of employees find their leaders inspiring, which is a lost opportunity – inspired employees bring higher commitment and “breakthrough” performance.
The good news is that inspiration isn’t a mysterious gift; it’s a skill – one you can cultivate by understanding what truly drives people, communicating with purpose, and shaping a culture where energy is contagious. This guide distills evidence-based practices in four key areas: Recognizing Individual Drivers, Using Language that Inspires, Building an Inspiring Environment, and Reinforcing Momentum. We’ll explore each, backed by leadership studies and expert insights, and conclude with three practical actions (teased here) that you can start this week to uplift your team. Let’s dive in.
Recognizing Individual Drivers
One of the most powerful things a leader can do is discover what truly motivates each person on their team. Research by workplace psychologists has long proven that not everyone is driven by the same rewards. Frederick Herzberg, for example, noted that “the powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, and contribute to others”. In other words, beyond basic pay, people hunger for intrinsic rewards like mastery, purpose, and recognition. Modern surveys affirm this: only about 20% of employees are primarily motivated by financial incentives, while the other 80% seek factors like meaning, development, and feeling part of something bigger. In one study of highly engaged teams, merely 4% of employees mentioned “pay” as a key motivator – most pointed to passion for the work or team.
What does this mean for leaders? It means we can’t assume that what motivates us will motivate our colleagues. Each individual has an internal “compass” of values, goals, and preferences. Some light up with public recognition; others crave autonomy and creative freedom; still others seek stability or a deep sense of mission. Psychologists Edward Deci and Richard Ryan, through decades of research (Self-Determination Theory), identified autonomy, competence (mastery), and relatedness (belonging) as three universal drivers of intrinsic motivation. When people experience these needs being met, their performance and well-being soar. The takeaway: motivation is personal.
A visionary leader uncovers these drivers by asking and listening. Simple, open-ended questions – “What type of work leaves you most energized?”, “When do you feel proudest here?” – can reveal golden insights. Equally important is observation: notice when a team member is most animated or engaged. For example, I coached a manager who assumed a quiet engineer on his team was disengaged, because she seldom spoke up in brainstorming meetings. After a one-on-one conversation, he learned that she was deeply motivated by complex problem-solving but drained by large group settings. He adjusted her role to give her more independent technical challenges – and her performance skyrocketed. The environment finally matched her internal motivation, and she thrived.
Crucially, demonstrating curiosity about what makes an employee tick isn’t just a means to an end – it’s a sign of respect. People feel truly seen when you honor their unique drivers. That sense of being understood is powerful: it breeds trust and commitment. Harvard Business School professor Teresa Amabile has shown that when individuals feel engaged and energized in their work (working from intrinsic drivers), that positive energy spreads to teammates and lifts overall productivity. In short, energy is contagious.
So, don’t rely on generic incentives or one-size-fits-all formulas. Don’t guess – ask. Investing time to know your people as individuals will pay off in sustained motivation. As leadership expert Simon Sinek often points out, great leaders “create an environment in which great ideas can happen” – and that starts by fueling each person’s inner fire with what matters to them.
Using Language that Inspires
Words matter. Language is one of the most powerful tools a leader has to shape mindset and culture. Studies on Motivating Language Theory find that leaders who use purposeful language – clarifying goals, expressing empathy, and linking work to a greater meaning – significantly boost employee confidence and performance. Every message you deliver, whether in a team meeting or a casual chat, either ignites energy or dampens it. The difference lies in whether your language is merely transactional (issuing orders, focusing on tasks) or truly inspirational.
Inspirational language isn’t about motivational posters or flowery speeches – it’s about authentic, meaningful communication. It starts with connecting daily work to a larger “why.” As author Simon Sinek famously said, “People don’t buy what you do; they buy why you do it.” Instead of saying, “We need to hit these numbers,” an inspiring leader might say, “If we succeed in this initiative, we’ll improve lives for our customers and open doors for our team’s growth.” Notice how the latter paints a purpose behind the task. It elevates the conversation from task to impact, which research shows is far more motivating. A Harvard study on charismatic communication noted that vivid, meaning-rich phrases help employees see significance in their work and feel more committed to goals.
Another aspect of inspiring language is conveying belief and optimism. Phrases like “I believe in this team’s potential” or “We are building something special here” may seem simple. Still, leaders who regularly express confidence in their people create a self-fulfilling prophecy of success. Psychologist Daniel Goleman highlighted in his work on emotional intelligence that a leader’s mood and words act like a contagion in an organization – positive, encouraging communication literally raises performance, while negative, critical tones can spread anxiety and apathy. In fact, research indicates that 50–70% of how employees perceive the climate of their organization is directly attributable to the leader’s tone and behavior. This underscores how choosing a positive, affirming vocabulary isn’t just about being nice – it has a measurable impact on team climate and output.
Of course, authenticity is paramount. Empty cheerleading or corporate buzzwords won’t fool anyone. Inspirational language must be grounded in truth and delivered with genuine emotion. Share your enthusiasm, and also your honest concerns, as a human being. People trust and follow leaders who sincerely communicate from the heart. One practical tip: before a feedback or coaching conversation, pause to set an intentional tone. Ask yourself, “How do I want this person to feel when they leave this discussion? Valued? Hopeful? Supported?” Setting that intention helps naturally shape your words in an empathetic, empowering way. Leadership coaches often use this technique to ensure their feedback uplifts rather than deflates.
Importantly, inspirational communication is as much about listening as speaking. As former Google CEO Eric Schmidt noted, “leaders who listen achieve far more.” When you actively listen and even incorporate employees’ own language and ideas in your responses, you send a powerful message: You matter. I hear you. Referencing someone’s point from an earlier meeting (“As Anna mentioned last week…”) or recalling a team inside joke at the right moment might seem trivial. Still, it builds camaraderie and a sense of belonging. Harvard’s research on high-performing teams emphasizes that inclusive language – using “we” instead of “I,” inviting dialogue, and acknowledging contributions – fosters psychological safety and stronger engagement. People are far more inspired when they feel they have a voice and their leader is “one of us” working with them, not above them.
In sum, speak with intention. Every sentence is an opportunity to reinforce purpose, possibility, and connection. As leadership gurus Jim Kouzes and Barry Posner put it, “leaders breathe life into the shared vision” through their language. Use that power thoughtfully: lift people up with words that resonate, and you will steadily shape a team that believes in itself and its mission.
Building an Inspiring Environment
An environment that energizes people isn’t built overnight – it’s cultivated daily through leadership behaviors and cultural norms. Think of it as designing the emotional climate and organizational culture in which your team operates. Research shows that teams thrive in climates where they feel safe, valued, and connected to a larger purpose. As a leader, you are the chief architect of this atmosphere.
One critical element is emotional tone. Leaders who radiate optimism, openness, and stability set a contagious example. Neuroscience studies have found that emotions spread within teams: if you, as a leader, consistently project calm confidence, it ripples out and lifts everyone’s spirits (a phenomenon known as emotional contagion). Conversely, a leader who is chronically stressed or cynical can inadvertently transmit that negativity through the ranks. In an oft-cited Harvard Business Review piece, Daniel Goleman reported that “50-70% of employees’ perception of their working climate is linked to the emotional state of their leader”. Simply put, your mood matters. By managing your own mindset – for instance, starting meetings with a warm greeting or a note of appreciation – you invite others to bring their positive, creative selves to work.
Another foundational piece is psychological safety. This term, coined by Harvard professor Amy Edmondson , describes a climate in which people feel safe to speak up, take risks, and admit mistakes without fear of embarrassment or punishment. Edmondson’s research (and Google’s famous Project Aristotle study) found that psychological safety is the number one predictor of high-performing, innovative teams. When employees trust that they won’t be ridiculed for offering a wild idea or asking for help, they collaborate more and learn faster. A psychologically safe team “makes fewer errors” – not because people are perfect, but because they openly discuss and correct errors before they spiral. Leaders build this safety by responding to bad news or dissenting opinions with curiosity instead of criticism. Phrases like “Thank you for saying that – let’s explore it,” when someone voices a concern, encourage an open dialogue. Over time, this trust-first approach creates an environment where people are willing to share ideas and even fail forward, fueling innovation and resilience. As Edmondson puts it, “Creating an interpersonal climate where everyone feels empowered to speak up leads to fewer errors and better-performing teams.”
Reinforcing Momentum
Momentum is a leader’s best friend – and it doesn’t happen by accident. Wise leaders actively create and reinforce momentum to keep their teams motivated for the long haul. Harvard’s Teresa Amabile calls this the “progress principle”. Through analyzing thousands of work diaries, she found that nothing boosts employees’ emotions and creativity more than making progress in meaningful work, even small wins. In her Harvard Business Review study, The Power of Small Wins, Amabile reported that when managers visibly acknowledge even minor advances, it ignites joy and engagement. In contrast, constant focus on what’s not yet done can deflate motivation. In short, progress feeds motivation, and motivation fuels more progress, creating an upward spiral.
What can you do as a leader to harness this effect? Make progress visible. Don’t assume people notice how far they’ve come – show them. This can be as simple as saying in a meeting, “Team, one month ago we hadn’t started this project, and now we’ve completed three key milestones – that’s huge progress.” Such remarks help everyone pause and feel the satisfaction of forward movement. Research in positive psychology suggests that celebrating small wins triggers dopamine, reinforcing the desire to tackle the next challenge. It also builds confidence: “We’re moving forward, we can do this.”
Wrap-Up
When we step back and consider these four elements – understanding individual drivers, using inspiring language, crafting an energizing environment, and celebrating progress – a clear picture emerges of what truly inspiring leadership entails. It starts with personal connection: taking the time to know what motivates each person and aligning their work with those inner drivers. People who feel understood and utilized in the right way are naturally more engaged and willing to go the extra mile.
Next, it’s carried through in communication: the words leaders choose can transform a routine update into a rallying cry. By speaking with authenticity, optimism, and purpose – and listening just as intently – effective leaders create belief. Remember, employees often take cues from leadership communication to understand what’s important. By shaping the narrative, you shape the team’s reality.
From there, inspiration is reinforced by culture: an environment rich in trust, positivity, and shared purpose. This doesn’t arise by accident – it’s the result of consistent behaviors like encouraging input, acknowledging emotions, and painting a vision. People flourish when they feel safe and see meaning in the day-to-day atmosphere. As Deloitte‘s human capital studies have noted, organizations with “thriving” cultures enjoy significantly higher engagement and innovation rates – it pays to invest in the workplace climate.
3 Practical Actions I recommend to Energize Your Leadership (Start This Week)
- Schedule “Motivation Check-Ins”: Set up a one-on-one conversation with each of your direct reports focused purely on them – their career goals, what work they find most energizing, and any ideas to make their job more fulfilling. Do not discuss routine tasks or targets. This dedicated time shows that you care about their growth and allows you to gather priceless insight into their individual drivers. (And don’t forget to share a bit about what motivates you as a leader – building that human connection fosters mutual trust.)
- Turn Small Wins into Team Stories: Identify a recent small win or progress point and highlight it to the team this week. For example, in your next team meeting or email update, call out one or two people by name and describe what they did and why it mattered. e.g., “Thanks to Maria’s quick customer follow-up, we resolved a major issue and earned a great review – showing how our responsiveness makes a difference.” By storytelling the win, you reinforce purpose and momentum. Make this a habit: when people see that progress is noticed and celebrated regularly, it boosts morale and encourages further excellence.
- Audit and Elevate Your Leadership Language: For the next few days, pay attention to the phrases you use in emails, meetings, and casual chats. Are you primarily issuing instructions, or are you also providing inspiration? Practice reframing one “transactional” message into an “inspirational” one. For instance, if you need a project done, explain the broader impact of that project and express confidence in the team (“Let’s tackle this – I know our team’s solution will really set us apart in the market”). Also, incorporate at least one inclusive phrase (like “Let’s” or “we” or “together”) and one piece of positive feedback each day. These small shifts in language, applied consistently, will transform the tone you set as a leader. Over time, you’ll notice your team’s energy rising in response to your more empowering communication style.
By implementing these steps, you’ll begin to see the science of inspiration come alive in your own leadership practice. Remember: even as a senior industry executive, you set the emotional standard. Lead with intent, backed by research and empathy, and you won’t just achieve results – you’ll cultivate a team that’s fired up to achieve them with you. That is the mark of an inspiring leader.
About the author
Jakub Grzadzielski is a Leadership & Executive Coach and Organizational Development Consultant. ICF Professional Certified Coach (PCC). Marshall Goldsmith Certified Executive Coach.
For over two decades, he has worked with senior leaders and executive teams across industries – helping them unlock clarity, inspire alignment, and lead with purpose. His coaching focuses on leadership development, culture transformation, and strategic communication, combining evidence-based frameworks with a deeply human approach. Co-author of “Compliance Cop to Culture Coach” (2023).