I be­lieve that one of the most valu­able out­comes of lead­er­ship is hu­man tran­scen­dence. This oc­curs when an in­di­vid­ual el­e­vates his or her mind to the point where he or she em­bod­ies the best traits of hu­man­i­ty and then goes on to im­pact the world in a pos­i­tive way. The most im­pact­ful lead­ers I know are ac­tive­ly con­tribut­ing to the cre­ation of a bet­ter world, through both their words and their deeds.

In­ter­est­ing­ly, true lead­ers rarely set out with the in­ten­tion of hav­ing a glob­al im­pact. Their first de­lib­er­ate goal is to achieve per­son­al and self-mas­tery, which then ben­e­fits those with­in their im­me­di­ate or­bit. The mo­men­tum that builds from this in­ner work even­tu­al­ly cre­ates far-reach­ing in­flu­ence.

“How am I con­tribut­ing to cre­at­ing a bet­ter world?” be­comes one of the most search­ing ques­tions these lead­ers ask them­selves. Lead­ers who are guid­ed by this defin­ing ques­tion, pre­side over busi­ness en­vi­ron­ments where the pre­vail­ing be­lief is that lead­er­ship should be de­moc­ra­tised. In these en­vi­ron­ments, lead­er­ship is pro­mot­ed as a high­ly de­sir­able char­ac­ter trait, rather than a ti­tle. In these spaces, lead­ers strive to en­sure that every in­di­vid­ual un­der­stands that lead­er­ship is a virtue to which every­one can as­pire.