When asked "What is the kindest thing anyone has ever done for you?", two-thirds of respondents said it was someone who saw potential in them and took a chance on them before they had a track record of success. This act of early belief is deeply transformative and memorable.

The fundamental difference lies in focus. A manager wants the work to be great, but a leader wants the people to be great, knowing this is the sustainable path to excellent work. Leaders prioritize their team over immediate results, fostering loyalty and consistent high performance by aiming to change their people's lives for the better.

To motivate and retain employees, especially in a challenging market, leaders must shift their perspective from 'they work for me' to 'I work for them.' This servant-leadership approach involves genuinely caring about your team's well-being and success, which fosters loyalty and improves performance.

Studies show executives who admit to past struggles, like being rejected from multiple jobs, are trusted more by employees. This vulnerability doesn't diminish their perceived competence and can significantly increase team motivation and willingness to work for them.

New managers often fear that promoting their team's accomplishments will make them seem unnecessary. In reality, a key indicator of a successful manager is when senior leaders know the individual names of their team members, demonstrating the manager's ability to build talent and get results.

To build a loyal and effective team, leaders should constantly make "deposits"—helping employees advance, improve, and do their jobs. This builds goodwill, so when a leader needs to make a "withdrawal" by asking for something, the team is happy to oblige. This applies to customers, employees, and government stakeholders alike.

A defining trait of truly impactful leaders is their ability to see and nurture potential before an individual recognizes it themselves. This external belief acts as a powerful catalyst, giving people the confidence to tackle challenges they would otherwise avoid and building deep, lasting loyalty.

Leaders often avoid difficult conversations for fear of being disliked. However, if your core motivation is genuinely to help your employee succeed, that good intent gives you the confidence to address tough issues directly. You can risk upsetting them in the short term for their long-term growth.

Shift your leadership mindset from extraction to contribution. Success as a boss or investor isn't maximizing your return from an employee; it's being a net positive force where people gain more from the relationship than you do. This generosity builds loyalty and defines true victory in leadership.