I have a working theory that most companies struggle to distinguish between true leaders and charismatic laborers.

The charismatic laborer is easy to celebrate. They march home from battle victorious, as ticker tape falls like rain and cheers rumble through the streets. They solved the problem. They saved the day. Hurrah!

Charismatic laborers are high profile, and their accomplishments are glamorous. They step in at critical moments, sacrificing time, energy, and even personal well-being to pull off a last-minute win. These individuals often appear exceptionally loyal and committed, which gets noticed when the company seeks someone to promote.

But there is a dark side to charismatic laborers. While they may solve the immediate crisis, their approach creates a dependency on their heroics. They rarely build systems that allow their teams to thrive independently or prevent future problems. This fosters a cycle of crises, each met with yet another round of heroic intervention.

This limits organizations by creating a culture where problems are expected, and firefighting becomes the norm. Rather than building resilient teams that can anticipate and solve challenges on their own, charismatic laborers keep themselves at the center of every solution. They crave the validation that comes with being the one to ‘save the day,’ but in doing so, they deny their teams the chance to grow, take ownership, and learn from mistakes. The result is stagnation, as true, sustainable progress takes a backseat to short-term, ego-driven victories.

True leaders work to prevent problems before they arise. They empower their teams to take responsibility, fostering an environment where growth, innovation, and accountability flourish. They build systems that can outlast their presence, understanding that their role is not to solve every crisis but to ensure that others can do so without them. True leaders don’t seek the spotlight; they create a culture where the team—not the leader—is the hero.

When companies seek leaders to promote, true leaders often appear less remarkable. They don’t have high-profile wins to flaunt or scars from public battles fought. Their success is quieter, rooted in the steady progress of their teams, rather than in dramatic rescues. But this very unremarkability is their strength. Their legacy isn’t measured in flashy victories but in the sustainable, resilient organizations they leave behind.

The true strength of an organization lies in its ability to function smoothly, regardless of who is at the helm. That’s what true leaders cultivate: an environment where problems are solved early, where resilience is built into the fabric of the team, and where success is collective—not dependent on heroes.