“Influence is a matter of disposition, not position.”
— John C. Maxwell
I recently had a young professional share her leadership story with me. I appreciated hearing her story because what she experienced is something I see constantly in organizations that bring me in to coach their leaders, including mid-managers to C-suite leaders. Many of us begin our careers in roles that rely on a technical skill we perform exceptionally well. Others notice this excellence—and naturally, we are asked to take on more leadership.
But here’s the catch: leadership is an entirely different skill set than technical expertise.
And most organizations never tell you that. It is not because they are trying to be deceptive. I think there is a lack of understanding of what skills are required for leadership. So they lack the priority of providing training, support, or development to help you make that transition. The higher you rise, the more this gap compounds. What once made you successful—your technical mastery—becomes less central, while people skills become essential.
One of my favorite quotes is: “Leaders are learners.” But it also makes me wonder: Are learners automatically seen as leaders?
This question comes up often when I work with high achievers. They are intelligent, capable, and deeply committed to learning. Yet that very competence often creates external pressure: Because you perform well, you must want to be promoted. Suddenly, they’re expected to collaborate, communicate, and sometimes even lead—without ever being taught how to do it well.
When Achievement Becomes a Treadmill
This dynamic brought back memories from my own life. I spent years feeling like I was on a constant treadmill of goals. I would reach the top of one mountain only to find myself back in the valley the next day, staring at the next climb.
People expected me to lead along the way, and I tried, but it often felt like giving others a piggyback ride up the mountain. I stepped up because it was expected, but it left me exhausted. And beneath the exhaustion was a quiet fear: Maybe I’m not cut out to be a leader.
I was achieving, but I was missing out on life. My physical health declined. My relationships suffered. I became so focused on goals that I overlooked the people around me. At my 10-year high school reunion, when asked what I would have changed, I wrote:
“I would have spent more time with people.”
When we become overly focused on achievement, others can feel like obstacles or cogs in our machine. And when people feel unseen, they don’t follow. Leadership becomes a title rather than a lived reality. Eventually, I reached a point where I told myself, “I must not be a leader.” I was trying so hard to get results, overwhelmed by what I thought leadership was, and exhausted.
What changed everything was a mentor who helped me understand what true leadership is and how my own authentic style could have a real impact. That shift has allowed me to achieve more than I ever imagined.
Leadership Is Influence, Not Position
Deep down, we all want to be seen, to live with purpose, and to make an impact. Leadership is simply the act of living that purpose with others.
There are two kinds of leadership power:
| Type of Power | Description |
| Authority | Granted by others; limited; tied to position |
| Influence | Earned; limitless; tied to presence and trust |
We’ve all been in a room where the person with the title is ignored, while someone with no title commands the room. That’s influence.
President Dwight Eisenhower captured this beautifully: “Leadership is the art of getting someone to do something you want done because he wants to do it.”
The Foundation of Leadership Influence
People who reach their greatest potential share two essential skills: self‑awareness and authenticity. These form the basis of executive presence and true influence. It’s why leaders who know themselves and lead from that grounded place have such a profound impact. And the bridge between awareness and authentic leadership is our mindset—our mental fitness.
We need to teach people about what leadership is. This includes teaching leadership techniques and behavioral skills. But it also includes mindsets and assumptions about leadership. Leadership is more than what we do; it is also who we are.
Leadership isn’t something you’re pushed into or feel entitled to. It’s something you grow into—one mindset, one moment of awareness, one act of authenticity at a time. This is the foundation of leadership influence.