Our default method for promotion—open competition—is flawed because it disproportionately attracts and rewards individuals who most desire power, not necessarily those best suited for leadership. The Founding Fathers understood this, preferring reluctant leaders. Alternative models, like deliberation by a select body, can produce more competent and less self-interested leaders.

Contrary to the popular belief that power corrupts, research suggests it acts as an amplifier. If a person is already "pro-social"—oriented towards helping others—power can increase their empathy and effectiveness. If they are selfish, power will magnify those negative traits.

Individual contributors are rewarded for having answers and sharing their expertise. To succeed as a leader, one must fundamentally change their approach. The job becomes about empowering others by asking insightful questions and actively listening, a diametrically opposed skillset that is difficult to adopt.

Great leaders demonstrate humility by surrounding themselves with people who might be more skilled in certain areas. They are drawn to talent that makes them smarter, whereas narcissistic leaders are threatened by it and want to be the smartest person in the room.

The ability to be vulnerable and authentic as a leader often isn't a sudden "aha" moment. It is the cumulative result of navigating significant professional failures and profound personal challenges. These events strip away ego and force a re-evaluation of priorities, leading to genuine empathy.

The transition from a hands-on contributor to a leader is one of the hardest professional shifts. It requires consciously moving away from execution by learning to trust and delegate. This is achieved by hiring talented people and then empowering them to operate, even if it means simply getting out of their way.

The "treat others as you want to be treated" mantra fails in leadership because individuals have different motivations and work styles. Effective leaders adapt their approach, recognizing that their preferred hands-off style might not work for someone who needs more direct guidance.

Many leaders focus on having the correct analysis. However, true leadership requires understanding that being right is useless if you can't persuade and influence others. The most successful leaders shift their focus from proving their correctness to finding the most effective way to communicate and achieve their goals.

When leadership is seen as a duty to serve rather than a chance for personal gain, the weight of responsibility can suppress feelings of self-doubt. This selfless framing fosters a healthier, more resilient leadership style, particularly for reluctant leaders.