Over the past several weeks, I’ve been exploring a deceptively simple question:
What differentiates truly great leaders (the highest echelon of leaders) from results-oriented leaders (most leaders)?
Before diving into this, I assumed that there would be large and clear distinctions between these two levels of leaders. But as I dug deeper, I came to an unexpected realization: the difference between the two is smaller than we think… and far more significant than we often acknowledge.
This exploration—supported by various AI tools—helped me surface what truly great leadership requires, what results-oriented leadership demands, and where the fault lines between them lie. What emerged was not just a clearer understanding of leadership, but also a call to action for leaders and leadership developers alike.
What Makes a Truly Great Leader?
When I asked ChatGPT to help identify the non-negotiables of truly great leadership, it produced a list that immediately resonated with my experience in vertical development and Mind 3.0 leadership. Here’s what rose to the top:
- Purpose & Values
A clear “why” that serves as a personal and organizational north star - Self-Mastery
Self-awareness, emotional regulation, and value-creating mindsets - Character
Courage, humility, and integrity—not just occasionally, but habitually - Emphasis on Culture
Psychological safety, trust, and attunement to others - Complex Thinking Abilities
Strategic discernment, systems thinking, and the ability to make tradeoffs wisely - Leadership Skills
Leading change, building accountability structures, influencing without authority, and practicing transparency
This isn’t an exhaustive list, but it aligns with the work I’ve seen in the vertical development space. These leaders operate from an elevated center of gravity. They are not defined by what they do, but by who they are—and how that identity shows up in service of others.
What Makes a Results-Oriented Leader?
Next, I explored what defines results-oriented leadership. Unsurprisingly, many of the same categories appeared (see the list below in the appendix). But three subtle shifts exposed a profound gap:
1. Execution Took Center Stage
Results-oriented leadership started with action: getting things done, meeting deadlines, and enforcing accountability (as opposed to purpose).
2. Purpose Was Buried
While purpose was the first pillar for truly great leaders, it didn’t show up until the fourth category—“Strategic Focus”—on the results-oriented list. Even then, it is largely hidden behind “aligns with priorities” and “seeing the bigger picture.”
3. Self-Mastery Was Absent
Shockingly, the internal work of self-awareness, emotional regulation, and mindset transformation was nowhere to be found.
Let that sink in.
As I let it sink in for myself, here was the lightbulb that came on for me:
- When results become the primary metric for leadership success, execution and external performance crowd out both purpose and inner development. The very things that set truly great leaders apart from most leaders.
The Distinction Is Small—But Profound
The lists aren’t wildly different. Many of the same capabilities show up in both models. But the sequence and emphasis matter more than we realize.
In truly great leadership:
- Purpose precedes performance.
- Inner mastery fuels outer execution.
- Culture and character aren’t afterthoughts—they’re cornerstones.
In results-oriented leadership:
- Execution is the priority.
- Strategy outranks soul.
- People are developed for output, not for growth.
The differences may seem subtle, even semantic—but they determine everything from how leaders show up in crisis and complexity, to how cultures are shaped over time.
A Challenge to Leaders and Leadership Developers
If you’re a leader, my hope is that this motivates you to connect more deeply with your purpose and invest in mastering yourself. True performance begins within.
If you’re a leadership developer, I hope it urges you to reshape how we design leadership programs. We cannot settle for teaching leaders what to do; we must help them elevate who they are.
Both journeys—toward purpose and self-mastery—are not quick fixes. They’re vertical transformations. But they are the transformations that move us from managing for results to leading with greatness.
And, if you want to make these shifts individually or you would like help making these shifts in your organization, let’s connect.
Appendix: 6 Non-Negotiable Categories for Results-Oriented Leaders
1. EXECUTION
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Gets things done – Turns plans into reality
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Meets deadlines – Delivers on commitments consistently
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Drives accountability – Ensures team follows through
2. PEOPLE DEVELOPMENT
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Coaches performance – Makes their team better
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Builds engagement – Keeps people motivated and committed
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Develops talent – Creates future leaders
3. COMMUNICATION
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Sets clear expectations – Everyone knows what success looks like
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Provides feedback – Regular, honest performance conversations
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Keeps stakeholders informed – No surprises for senior leadership
4. DECISION-MAKING
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Makes tough calls – Doesn’t avoid difficult decisions
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Acts with incomplete data – Moves forward without perfect information
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Takes ownership – Stands behind their choices
5. STRATEGIC FOCUS
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Aligns to priorities – Connects work to organizational goals
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Sees the big picture – Understands how their area impacts the whole
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Adapts to change – Pivots when circumstances shift
6. PROBLEM-SOLVING
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Identifies root causes – Doesn’t just treat symptoms
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Removes barriers – Clears obstacles for their team
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Drives continuous improvement – Always looking for better ways
