The Hard Lesson I Learned About Leadership (And What It Means for Companies Today)

When I first became an executive, I wanted to do everything differently from my old boss. Like many of us stepping into leadership for the first time, I had a clear idea of what not to do. My boss was brilliant at business, strategic and sharp, but completely disconnected from people. Recognition was rare, and rewards were even rarer. I thought to myself: When it’s my turn, I’ll change things.

So, I did. My first priority was giving raises. I saw how hard the team worked, and I made it my mission to reward them. I felt like a hero, finally making a difference. But then something unexpected happened.

I thought my team would be grateful, that they’d see how much effort it took to fight for those raises. I expected to be the hero in their eyes. But the reality? The appreciation I hoped for never came. I was frustrated and confused. I had done everything expected of me as a leader, so why wasn’t I getting credit?

That’s when it hit me: I wasn’t owed anything. I had simply done my job. My mistake was thinking that doing the “right thing” would automatically earn me praise. I was more focused on being appreciated than on the actual impact of my decisions. This was a big lesson for me, and it’s one that many companies are grappling with today.

Purpose-Driven Leaders Face an Unfair Hurdle

It’s not just individuals who struggle to get recognition for doing the right thing. Companies often make the same mistake when it comes to leaders who focus on purpose over profit. Just like I expected recognition, purpose-driven leaders face similar challenges today. They prioritize people, ethics, and environmental responsibility, but are often dismissed as "soft" or not tough enough for business.

This is a huge blind spot in corporate culture. Purpose-driven leadership isn’t just about being kind. It’s about long-term sustainability, building trust, and creating workplaces where teams thrive.

Yet, many organizations still favor short-term results over purpose. This leads to leaders who care about long-term values being overlooked. It sends the wrong message: that prioritizing people makes you less effective, when in reality, it’s the opposite. Authentic leadership is powerful, but it often goes unrewarded because it doesn’t fit the traditional mold of a "strong" leader.

The DEI and Environmental Policy Parallel

I see the same dynamic in the corporate world today, especially with Diversity, Equity, and Inclusion (DEI) and environmental policies. Companies like Harley-Davidson and Toyota have been criticized for stepping back from these efforts. Why? The relentless pressure from social media makes companies uncomfortable. They expect to be praised for their “good deeds,” but instead, they find themselves under intense scrutiny.

Part of this retreat comes from the fear of alienating their core customer base, especially in industries where tradition is key. It’s a valid concern since longtime customers often push back against changes that feel “too progressive.” But it’s a short-sighted strategy. Younger generations see corporate responsibility as non-negotiable. DEI and environmental efforts aren’t bonus points. They’re expected.

The mistake many companies make is treating these initiatives like badges of honor, hoping for a pat on the back. When that recognition doesn’t come, or when the efforts are criticized as performative, companies react like a rejected lover—hurt, confused, and ultimately abandoning the cause. This reveals a deeper issue. The motivation wasn’t authentic from the start.

By scaling back, companies may appease a vocal part of their existing customer base, but they risk alienating future consumers who demand authenticity. Younger generations won’t hesitate to walk away from brands that don’t align with their values. In the long run, this could cost companies more than just loyalty. It could cost them relevance.

Embrace What’s Natural, or Don’t Do It At All

So, what’s the lesson here? It’s simple. Embrace causes that align with who you are as an organization. Don’t take on DEI or environmental initiatives just because they make you look good. Do it because it’s true to your values.

If these efforts don’t feel like an extension of your organization’s DNA, there’s likely a deeper cultural issue to address first. Whether you’re a leader or a company, genuine actions resonate. They’re felt, not just seen.

For companies to succeed in areas like DEI and sustainability, the commitment has to be real and embedded in the organization’s core values. Otherwise, the scrutiny will come, the backlash will hit, and the efforts will fall apart. Just like my early days, expecting praise for doing what was expected of me.

The Hard Lesson

It’s a tough lesson I had to learn firsthand, and it’s one every leader needs to understand. Whether you’re leading a small team or a global corporation, don’t expect praise for doing the right thing. Do it because it’s the right thing to do.

#Leadership #Integrity #PurposeDrivenLeadership #DEI #Sustainability