The Chasm Between Good Leaders and Great Leaders
Let’s start with a disclaimer: leadership isn’t for the faint of heart. People throw around the term “leader” like confetti at a parade — everyone wants the title, but few are willing to get in the trenches to earn it. In reality, there’s a chasm between the “good” leaders and the “great” ones. A good leader gets results; a great leader transforms people. A good leader is respected; a great leader inspires. It’s the difference between someone who manages a team to hit their KPIs and someone who redefines the game.
Good Leaders Know the Playbook, Great Leaders Write It
Good leaders are well-prepared; they read the manuals, attend the workshops, and memorize the playbook. They know exactly how to keep the wheels turning, and their teams deliver on expectations. But great leaders? They’re not here to play by the book. They write the damn thing. These are the people who see the cracks in the system and aren’t content to patch them up. They want a new system, one that actually works, one that moves the needle.
Think about Steve Jobs. Love him or hate him, he was notorious for being intense. He wasn’t “good” — he was obsessed. He didn’t care about checking boxes; he cared about creating something unforgettable. When he said, “People don’t know what they want until you show it to them,” he wasn’t spouting off about product features; he was talking about vision. He wasn’t here to meet expectations; he was here to obliterate them. Great leaders like Jobs understand that the path to greatness is rarely smooth, often lonely, and always involves doing things differently.
Good Leaders Communicate, Great Leaders Connect
One of the most obvious differences between good leaders and great leaders is how they communicate. Good leaders can articulate a vision, rally the team, and run a tight meeting. They’re clear and concise, and they know how to keep the energy up. But here’s the truth: they’re often talking at people, not with them. It’s the difference between a teacher reading off slides and one who connects the material to something that matters in their students’ lives.
Great leaders go beyond communication — they connect. They listen, really listen, and then respond in ways that make their people feel understood and valued. Great leaders aren’t afraid to show vulnerability because they understand it doesn’t undermine their authority; it strengthens it. They understand that empathy isn’t a “soft skill”; it’s a hard requirement. When you can make your team feel truly seen, they’ll do things for you that aren’t in any job description.
Take the example of Mary Barra, CEO of General Motors. Barra doesn’t just lead; she connects. When she took the reins, she made it clear that transparency and accountability would guide every decision. She broke down walls between departments and built bridges instead. And when GM faced a crisis in 2014, Barra didn’t duck. She took full responsibility, communicated openly, and reinforced a culture of trust. That’s the stuff of great leadership — when people don’t just hear your words; they feel your intentions.
Good Leaders Manage Performance, Great Leaders Inspire Potential
It’s not hard to measure performance. Put KPIs in place, and you can see who’s hitting targets and who’s not. Good leaders monitor those numbers like hawks and take corrective action. They ensure that everyone is pulling their weight and that the team is meeting its goals. It’s a formula that works, and it’s the bread and butter of good management. But the truly great leaders? They look beyond metrics and see potential.
Great leaders understand that unlocking potential is about cultivating an environment where people feel safe to fail, supported to grow, and inspired to take risks. They don’t just give feedback; they coach, mentor, and invest in people’s development. Simon Sinek once said, “A boss has the title, a leader has the people.” Great leaders know how to cultivate ownership and pride in the work — not because they’re the boss, but because they’re invested in seeing their team evolve.
Think about Satya Nadella at Microsoft. When he took over, Microsoft was a tech giant at risk of stagnation. Nadella didn’t come in swinging for short-term gains; he reimagined the culture. He fostered a growth mindset, one that rewarded curiosity and encouraged innovation. The result? Microsoft transformed from a stodgy tech company to a leader in cloud computing and AI. Nadella didn’t just manage performance; he inspired people to believe in their potential and gave them the tools to realize it.
Good Leaders Make Decisions, Great Leaders Shape Choices
Good leaders are decisive. They weigh the options, assess the risks, and make the tough calls. They understand that indecision is the enemy of progress and that sometimes, a less-than-perfect choice is better than no choice at all. But here’s where great leaders pull ahead — they don’t just make decisions; they shape the choices available.
Great leaders look beyond the options at hand. They ask questions that challenge assumptions and broaden the field of possibilities. They don’t just react to the present; they anticipate the future. Jeff Bezos, for instance, has famously said that his role is to focus not on what’s happening now, but on what’s going to happen in three years. By shaping choices, great leaders give their organizations a strategic advantage, positioning them not just for today’s success but for tomorrow’s opportunities.
Good Leaders Get Results, Great Leaders Leave Legacies
If you’re aiming to be a good leader, you’re focused on results. Revenue, growth, shareholder value — all valid metrics that keep the wheels of the business turning. But here’s the hard truth: those results are temporary. Once the numbers are tallied, they’re history. Great leaders, however, think in terms of legacy. They’re less concerned with what’s on the scorecard today and more focused on what they’ll be remembered for tomorrow.
A great leader’s legacy isn’t built in quarterly earnings; it’s built in lives changed and industries disrupted. These leaders are thinking about the imprint they’re leaving on the culture, the people, and the world. They’re here to do more than make a buck — they want to make a difference. Think about leaders like Warren Buffett, who famously said, “Someone’s sitting in the shade today because someone planted a tree a long time ago.” Great leaders plant trees they may never sit under because they understand that true impact is measured over decades, not quarters.
The Path from Good to Great
Here’s the brutal truth about becoming a great leader: it’s not comfortable. It’s not easy. It’s certainly not quick. You’ll have to make sacrifices, take risks, and probably alienate a few people along the way. You’ll have to be willing to challenge the status quo, even when it’s easier to just go with the flow. You’ll have to connect deeply, inspire constantly, and shape the future relentlessly. And most importantly, you’ll need the courage to lead not just with authority, but with humility, empathy, and an eye toward impact.
Good leaders keep the machine running. Great leaders build the machine of the future. If you’re looking to be the latter, remember this: it’s not about the title or the perks; it’s about leaving something behind that’s bigger than yourself. The world needs fewer managers and more visionaries, fewer talkers and more listeners, fewer “good enoughs” and more game-changers. The choice is yours. Are you content with being good, or are you ready to be great?
Hi there, I’m Brian, and in addition to this Medium, I wrote The Main Thing is The Main Thing. As you walk this path, not only do you become a beacon of clarity in a foggy world, but you morph into a version of yourself that’s bolder, brighter, and unapologetically authentic. Make sure your main thing is the lead vocalist, and watch as the symphony around you changes its tune.
