39 years ago, Steve Jobs made a statement that continues to resonate in today’s leadership discourse: "The best leaders are those who never wanted to be leaders." This assertion challenges the conventional wisdom that equates leadership potential with ambition and a relentless climb up the career ladder. Jobs argued that the best leaders are those who grow into leadership roles organically, driven not by a desire for power but by passion for their work.
This idea raises an important question for organizations today: Are we hiring too many managers and not enough doers? Have we fallen into the trap of overvaluing leadership titles while undervaluing the people who bring tangible results through their expertise and dedication?
What Drives a Great Leader?
When Jobs spoke about leadership, he made it clear that great leaders are not those who seek control but those who take responsibility when the situation demands it. These are individuals who are deeply committed to their craft and focus on building something meaningful, not on accumulating status. Leadership, in Jobs' view, is less about commanding others and more about serving the mission and enabling the team to succeed.
Research supports this perspective. Studies in organizational psychology reveal that intrinsic motivation—being driven by a love of the work itself—is a key predictor of leadership effectiveness. In contrast, individuals who are motivated by external rewards like power, status, or money are often less effective in inspiring and guiding teams. Their focus on personal ambition can overshadow the needs of their team and the organization as a whole.
These findings raise the question: Are organizations promoting individuals to leadership roles for the wrong reasons? When managers are chosen based on their ambitions rather than their ability to inspire and support, teams can end up with a surplus of decision-makers but a shortage of implementers.
Leadership as Service
A concept closely aligned with Jobs' philosophy is that of servant leadership. In this model, a leader views themselves not as a superior but as a servant to their team. Their role is to support, guide, and remove obstacles so that the team can thrive. This approach aligns perfectly with Jobs’ belief that the best leaders prioritize the mission and the team over their own ego.
Jobs exemplified this approach during his second stint at Apple. Having learned from his earlier mistakes, he returned not as an authoritarian figure but as a visionary who empowered his team to innovate. Instead of micromanaging, he focused on creating an environment where brilliant people could excel. By doing so, he transformed Apple into one of the most successful companies in history.
Yet, how often do organizations reward such servant leaders? More frequently, they promote individuals who excel at managing up rather than those who excel at empowering down. This trend contributes to bloated hierarchies where the focus shifts from creating value to maintaining control.
Too Many Chiefs, Not Enough Doers?
The modern workplace often suffers from what might be called "managerial inflation." Organizations are increasingly top-heavy, filled with layers of management that complicate decision-making and dilute accountability. Meanwhile, the true "doers"—those who drive progress through their skills and execution—are often overlooked or undervalued.
The problem with this imbalance is that it fosters inefficiency. Too many managers can lead to over-strategizing, endless meetings, and a culture where leadership becomes more about managing optics than delivering results. At the same time, underappreciating doers risks demoralizing the very people who make the organization run.
This brings us back to Jobs’ point: The best leaders are often those who were doers first. They understand the intricacies of the work because they’ve been in the trenches. Their credibility stems not from their title but from their proven expertise and ability to contribute directly to the mission.
What the Science Says
A study published in the Journal of Personality and Social Psychology found that individuals who actively seek power are often less empathetic and more likely to prioritize their own interests over those of their team. In contrast, those who are reluctant leaders—who step into the role only when necessary—are often better at building trust, fostering collaboration, and making decisions that benefit the organization as a whole.
The implications are clear: Organizations need to rethink how they identify and cultivate leadership. Instead of equating ambition with potential, they should focus on individuals who demonstrate empathy, collaboration, and a commitment to the work itself.
Moreover, organizations should consider whether they are overinvesting in leadership development at the expense of fostering expertise. After all, every great leader relies on a team of highly skilled doers to bring ideas to life. Without this balance, even the most visionary leader will struggle to achieve meaningful results.
Cultivating Organic Leadership
How can companies strike the right balance between leaders and doers? One solution is to create an environment where leadership emerges naturally rather than being forced. By allowing individuals to grow into leadership roles based on their passion and expertise, organizations can avoid the pitfalls of promoting people who are ill-suited for the job.
Another approach is to prioritize the development of technical and creative talent alongside leadership skills. Not everyone needs to be a leader, and that’s okay. Recognizing and rewarding the contributions of doers ensures that they remain motivated and engaged, rather than feeling compelled to climb the managerial ladder to gain recognition.
Finally, companies should evaluate whether they are creating unnecessary layers of management. Streamlining hierarchies not only improves efficiency but also fosters a culture where leadership is less about titles and more about impact.
Jobs’ Enduring Legacy
Steve Jobs’ view of leadership challenges us to rethink our assumptions about what makes a great leader. His belief that the best leaders are those who never wanted to lead underscores the importance of passion, humility, and service. It also serves as a reminder that leadership is not about climbing higher but about lifting others.
As organizations navigate the complexities of modern work, Jobs’ insights are more relevant than ever. They encourage us to question whether we are placing too much emphasis on creating leaders and too little on nurturing doers. By shifting the focus from titles to contributions, we can build teams that are not only more effective but also more fulfilled.
So, the next time your organization considers filling a leadership role, ask yourself: Are we hiring another manager when we should be empowering a doer? The answer could make all the difference.
By Chris...
"Promote progress, not titles—empower the doers who deliver results!"
The next time you decide on a promotion, don’t overlook the exceptional individual contributor who may not aspire to be a manager but is deeply committed to achieving results. Their drive to execute and deliver tangible outcomes often surpasses the need for managerial titles. True success in any business lies not in how effectively it’s managed, but in what it accomplishes. Prioritizing doers—those who turn plans into actions and ideas into reality—ensures progress and growth. Remember, impactful results come from individuals passionate about getting things done, not just from those who seek to manage others. Focus on the achievers.
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