How to Be a Good Leader When You've Never had One

4The Seven Becauses of Good Leaders

Terrible leaders try to be great ones, but good leaders just are. And they are good people because … yes.

Because. They have a because, a reason for going forward. Several, in fact. And this is where my work jettisons advice typically associated with integrity‐based, purpose‐driven leadership. Integrity, purpose, and the like are essential for goodness—leader or otherwise—but starting with why, as the saying goes, is not the best way to do that.

From Why to Because

Why is often the starting point, the question that propels us forward in our quest for meaning and success. It is the rationale behind our actions, the logical explanation for our choices. However, why can be akin to the first few notes of a symphony—necessary but not entirely revealing the depth of the composition.

Because, on the other hand, is the melody that flows through the entire piece. It is the deeper, more intrinsic driver of our actions. While why might point us in a certain direction, because is the force that keeps us moving, even when the path becomes challenging. It's the core belief, the unwavering conviction that resonates with our innermost values and passions.

To truly appreciate the power of because, we must first understand the limitations inherent in why. Why is often shaped by external factors—societal expectations, cultural norms, educational backgrounds, and even the influence of significant others in our lives.

It answers the question of motivation ...