Embracing the Power of Dreams in Leadership

Dear Leaders and Visionaries,

For most of my life, I did not feel like I fit in. Managers would tell me I was complicated. They would say, “You are not clear on what you want,” or “You need to fit in more, be less you.”

Man, did that mess me up.

I was always frustrated that I was not given a seat at the table. I knew I had something valuable to offer, but no one seemed to see it. I would sit in meetings, listening to people talk around a problem instead of diving into it, and wonder why no one else saw what I saw.

It took a few good friends that were like hearted to show me who I was but could not see. My grandmother was my first best friend, and she planted many seeds that it took my thirties to start watering. She saw something in me long before I ever did. Without her and those who came after, I might have stayed stuck trying to fit in instead of stepping into who I was meant to be.

I imagine Walt Disney must have felt the same way when his editor at The Kansas City Star fired him for “lacking imagination.” Imagine being told you do not have enough creativity, only to go on and create an empire that changed the world.

The Tale of Walt Disney From Rejection to Revolutionary

In 1919, Walt Disney was fired from his job at the Kansas City Star newspaper because his editor believed he lacked imagination and had no good ideas. That could have been the end of his story, a moment where he let the world define his limits. But instead of accepting that rejection, he chose to prove them wrong.

Disney went on to create Mickey Mouse, build Disneyland, and shape the childhoods of generations through animated storytelling. His relentless pursuit of his vision turned an impossible dream into a multibillion dollar empire that continues to inspire creativity worldwide.

Disney once said, "If you can dream it, you can do it." But dreaming is only the first step. You have to be willing to fight for those dreams, to push past rejection, to believe in yourself even when others do not.

Thinking Beyond the Box Not Just Outside It

People love to say, “Think outside the box,” but that is not enough. As Andy Andrews points out, most people today are already outside the box. They are standing right next to it, peeking inside, still tethered to the old way of thinking.

The real challenge is to think beyond the box entirely. To stop asking how to fit into a system that does not work and start asking how to build something better.

When leaders fire those who dream too big, they are not just maintaining the status quo. They are making the dangerous assumption that everyone else can keep treading water in a world that is constantly shifting. But what if we stopped trying to make the current system work and instead built something completely new? The difference between staying average and creating something world changing is found in this level of thinking.

The Killoy Effect and the Power of New Definitions

We must first make sure we are solving the right problem and asking the right question. The wrong question could cost years. It hit me. What if the words I use to see the world were not strong enough? What if my definitions were built on a bad normal?

That is what I now call The Killoy Effect—leading with intention in every moment, making each interaction count, and leaving a lasting impact on those you lead.

For years, I thought leadership was about authority, about having the title, the position, or the seat at the table. But I was missing something bigger. Leadership is not control. It is impact.

I first needed a deeper definition of leadership and impact to understand what it truly means to lead. I had to stop chasing recognition and start focusing on how I was showing up in each moment. It was not about a title. It was about presence. The right words at the right time. The courage to ask the hard questions. The willingness to stand in the gap for someone who could not yet see their own potential. That is leadership.

Once I understood leadership was about impact in the moment, I realized the way we define leadership itself had to change.

That is why I founded New Definitions Consulting. It is built on the simple fact that leadership, success, and impact have been defined in ways that no longer serve us.

We were told that success means long hours, endless sacrifice, and climbing the corporate ladder at all costs. But what if success was redefined to mean prioritizing family, fostering deep connections, and building businesses that align with our values instead of forcing us to compromise them?

New Definitions Consulting is not about tweaking the old system. It is about throwing out the outdated definitions and creating new ones that actually work. A world where leadership is not about managing people but about empowering them. A world where companies do not just exist to generate profit but to serve their people and communities. A world where family is not something you squeeze into the cracks of your life but the foundation you build everything else on.

Are We Limiting Ourselves as Leaders?

As leaders, we have to ask ourselves hard questions. Are we creating environments where new ideas can thrive or are we shutting them down because they make us uncomfortable? Are we elevating people who challenge the norm or are we clinging to what is familiar?

Your best today is not your best tomorrow. You will never know how far you can go until you let go of what feels safe.

The Cost of Suppressing Innovation Lessons from the Past

History has shown that organizations risk stagnation when they dismiss unconventional thinkers.

• John Lasseter: In the early 1980s, John Lasseter, an animator at Disney, advocated for the use of computer generated imagery in animation. His enthusiasm for this new technology was not well received by Disney’s management, and he was fired. Undeterred, Lasseter joined a small division of Lucasfilm that eventually became Pixar. There, he directed Toy Story, the first fully computer animated feature film, which revolutionized the animation industry. Lasseter did not just make a movie. He proved that animation had no ceiling. From Toy Story to infinity and beyond, he reshaped what was possible.
• Tony Fadell: Before becoming known as the father of the iPod, Tony Fadell pitched his idea for a portable digital music player to several major tech companies. They all rejected him. They could not see the potential of a world where people carried thousands of songs in their pockets. Apple did. Fadell was hired and led the development of the iPod, which not only transformed the music industry but also laid the foundation for the iPhone. His story is proof that one great idea, dismissed by many, can change the course of history when placed in the right hands.
• Abraham Lincoln: Before becoming the 16th president of the United States, Lincoln faced rejection after rejection. He lost multiple elections and was told time and again that he was not fit for leadership. But he refused to accept failure as final. Instead, he kept pushing forward, refining his message, and standing firm in his beliefs. Eventually, his resilience led him to the presidency, where he reshaped the nation during one of its darkest times. His legacy proves that rejection is not the end of the road—it is often the beginning of something greater.

The pattern is clear. People who change the world are often the ones others try to silence first.

Ignite the Spark of Innovation

This week, challenge yourself and your team to think beyond what is possible. Host a brainstorming session where no idea is too outrageous. Encourage risk taking and view failures as learning opportunities. Look for the people who see things differently and ask yourself if you are giving them the space to bring their vision to life.

Every monumental achievement begins with a dream. The only question is, will you be the one who makes it happen?

I would love to hear your thoughts on this. What is one outdated definition you are holding onto? Hit the comment button and tell me, I want to hear it.

Your champion for what others can't yet see,

Ben Killoy