For decades, MBA programs, leadership trainings, and consultancies have told us that effective leaders share a set of “essential competencies.” You know the lists: empathy, strategic vision, humility, charisma, psychological safety, communication skills. These ideas get repeated in boardrooms and promised in executive education programs. But if these competencies were truly essential, then the leaders we most admire should have them. The truth is, they often don’t.
This never made sense to me. In addition to my writing and research, I’ve spent the past 15 years running a secret dining experience called the Influencers Dinner. We’ve hosted close to 4,000 Olympians, Nobel laureates, executives, astronauts, Grammy-winning artists, Oscar-winning directors, and even the occasional prime minister or princess. And what became clear, sitting across the table from these leaders, is that while all of them were wildly effective, there was no commonality in their skills. Some were quiet, others loud. Some thrived on collaboration, others preferred making decisions on their own. Yet each led organizations, movements, or creative projects that shaped the world.
Look at the most impactful leaders you know and you see the same thing. Elon Musk is not known for humility or building consensus. Steve Jobs was not exactly famous for psychological safety. Yet both are considered among the most effective leaders of our time. So what explains it?
The Psychology of Following: The Future Effect
The only thing that defines a leader is that they have followers. And people follow for one main reason: We don’t relate to the present, we relate to the future we believe we have.
Think back to high school. On Friday afternoons at 1 p.m., we were still stuck in class, but felt excited because the weekend was ahead. On Sunday nights at 6 p.m., we were free, but anxious, already anticipating Monday. The difference wasn’t the present, it was the future we expected. The way we feel about now depends on what we think tomorrow will look like.
This is exactly how we respond to leaders. When we interact with someone who makes us feel there’s a better future ahead, we follow them. We don’t need to like them. We can even dislike them. But if they make us believe tomorrow will be better, we’ll follow and often forgive their flaws.
So if you want people to follow you, ask yourself: How do they feel about the future when they interact with you?
The Myth of Vision and Charisma
Ask people why they follow leaders and you’ll often hear “vision and charisma.” But most leaders don’t have both. Many don’t have either. What they do have are a few super skills that are disproportionately strong. These super skills are so powerful that they convince people the future will be different and better.
Here’s the point: don’t waste time trying to fit some generic leadership model. Instead, figure out the one or two strengths that make people feel optimistic about the future when they deal with you, and then lean into those. It’s not about being good at everything. It’s about being exceptional at something that makes others believe tomorrow will be better.
The Catch: Leadership ≠ Effectiveness
But here’s the problem. Getting people to follow doesn’t mean you’ll succeed. Crowds can follow someone straight into failure. You can gather a crew for the heist without knowing how to get away with it.
Leadership explains why people gather. It doesn’t explain whether they succeed. For success, we need something else.
Enter Team Intelligence
If leadership gets the crew together, team intelligence determines whether they actually pull off the job. Team intelligence is not about IQ, degrees, or resumes. It’s about the habits and skills that make groups smarter and more effective together than they could ever be alone.
IQ turns out to be a poor predictor of group success. Studies of basketball teams, for example, show that it isn’t the players with the highest salaries or raw talent who decide the outcome. It’s the quality of the coach. The coach aligns reasoning, manages attention, and makes sure resources are used well. Similarly, research shows that team intelligence has more to do with collaboration and communication than with the average IQ of team members.
There are three pillars that determine whether a team thrives or fails:
- Reasoning: aligning on clear goals and purpose so debates lead to better solutions rather than power struggles.
- Attention: managing focus and communication so people feel safe enough to share ideas and challenge assumptions.
- Resources: surfacing hidden skills and networks within the team and making sure the right expertise is available at the right time.
Implications for Leaders Across Sectors
For leaders in business, government, education, or nonprofits, the lesson is simple: Stop chasing the illusion of being well-rounded. Instead, recognize your super skill, the thing that makes people feel tomorrow will be better. Then focus on cultivating team intelligence. When reasoning, attention, and resources are in place, your team doesn’t just follow. They actually succeed.
Conclusion: The New and Better Future
Leadership is not about checking boxes on a competency model. It’s about making people feel there’s a new and better future. That’s why people follow. But whether that following leads to real results depends on team intelligence.
The challenge for leaders today is not to be more well-rounded, but to be more intentional. Lean into the super skills that inspire followership, and build the reasoning, attention, and resources that make teams effective. That’s how a vision becomes reality, and how a better future becomes possible.
