The Accidental CEO Part 13

The Power (and limits) of optimism in leadership

Optimism is one of the most powerful tools a leader has. When you’re asking people to follow you - whether into a new strategy, a major transformation, or a bold ambition - they need to believe it’s possible. They need to feel the energy, the excitement, the sense of momentum that comes from a leader who genuinely believes in where they’re going.

But optimism alone isn’t enough. People can spot empty promises or blind enthusiasm a mile off. To maintain trust, respect, and authenticity, optimism needs to be balanced with a healthy dose of pragmatism and realism. It’s about painting a compelling picture of the future, while also being upfront about the hard yards it will take to get there.

I’ve seen this firsthand in two very different situations: leading the creation of a new brand in the aftermath of a hostile merger and scaling a small business as a B Corp. Both required optimism to bring people on board, but also a very real acknowledgment of the challenges ahead.

Optimism as a unifier

There’s nothing like a hostile merger to make people feel unsettled, defensive, and deeply resistant to change. When two companies are forced together under difficult circumstances, the emotional undercurrent is palpable - loyalty to the past, fear of the unknown, and a general skepticism about whether the new entity will be anything more than a corporate Frankenstein.

I was part of a team leading the creation of a new brand out of a hostile merger, and let’s just say, optimism was not the prevailing mood in the early days. People were wary, waiting for the inevitable politics, the culture clashes, the winners and losers to emerge. We had to convince them that this wasn’t just a forced marriage, but an opportunity. A chance to build something new, something better.

Optimism was key. We needed to rally people around the idea that this wasn’t just about surviving a merger; it was about shaping a new future. We focused on what could be, not just what had been lost.

But optimism alone wouldn’t cut it. We had to be real. We acknowledged that this wasn’t going to be seamless, that there were difficult conversations ahead, that not everything would be perfect from day one. This balance of painting an ambitious vision while being transparent about the bumps along the way was what ultimately got people to buy in. Because optimism without realism feels na?ve, but realism without optimism feels hopeless.

Optimism meets hard reality

Running and scaling a small business as a B Corp is another example of optimism colliding with reality. The ambition is huge - balancing purpose and profit, building a business that genuinely makes a difference, and proving that you can grow sustainably without compromising values.

To do that, you have to be an optimist. You have to believe that it’s possible to grow while staying true to your principles. You have to inspire employees, investors, and clients to come on that journey with you, to believe in the vision of what a better way of doing business can look like.

But I’d be lying if I said optimism alone pays the bills. The reality of running a scaling business is that every decision, every hire, every investment carries weight. You don’t have a corporate safety net. Cash flow, operational challenges, and the need to deliver now mean that realism is essential.

For me, scaling as a B Corp has been a constant balancing act between big ambition and day-to-day survival. I’ve had to sell the vision while also making tough, pragmatic decisions about hiring, and investment. The lesson? Optimism gets people excited, but pragmatism keeps the lights on.

Finding the balance: Optimism with a dollop of realism

The best leaders aren’t blindly optimistic, but they also don’t get lost in the weeds of reality to the point of inertia. The real magic happens when you blend the two:

1?? Paint a compelling picture of the future – People need to see the possibility, the ambition, the excitement of what’s ahead.

2?? Acknowledge the challenges – Don’t pretend it will be easy. Be open about what it will take, and what could go wrong.

3?? Demonstrate progress, not just promises – Optimism is strongest when paired with tangible steps that show momentum.

4?? Know when to be pragmatic – Sometimes, you need to make the tough calls. Being upfront about why builds trust.

Final thoughts

Optimism is essential in leadership, but it’s only powerful when it’s credible. People don’t just need to believe in the vision - they need to believe in you. And that means balancing ambition with honesty, energy with awareness, and big ideas with a solid plan to back them up. So yes, I lead with optimism (but it’s a constant balancing act) - and yes, "Optimism" is the title of our 8th Magnetic book. We’re now asking ourselves the question - where do we go from here? Excitingly the process of curating our 9th book started this month, so watch this space.?

– The Accidental CEO

Read my previous posts here:

The Accidental CEO #1 - The Accidental CEO

The Accidental CEO #2 - Embracing uniqueness shaped my career

The Accidental CEO #3 - Trade-offs are part of success

The Accidental CEO #4 - Take a chance on me

The Accidental CEO #5 - The rollercoaster ride of leadership

The Accidental CEO #6 - The power of connection?

The Accidental CEO #7 - The 3 Cs

The Accidental CEO #8 - Life is a prototype

The Accidental CEO #9 - Curiosity: A leader’s superpower

The Accidental CEO #10 - Why normalisation is a leader’s enemy

The Accidental CEO #11 - When your strengths are also your challenges

The Accidental CEO #12 - The hardest decision Is not deciding

And request a copy of the Magnetic book here: https://wearemagnetic.com/events-insights/our-books