Leading with Purpose: The Art of Leadership, Growth, and Influence

Every leader dreams of witnessing the growth and development of their leaders, and celebrating the measurable and observable positive changes that ensue. And it's one on my greatest professional rewards to stand alongside a CEO when he or she acknowledges their leaders and organization for their consistent effort.

It's equally rewarding to observe their leaders' willingness to accept the challenge of receiving feedback that stings, but persevere nonetheless, because of their dedication to the organization's purpose and mission, and their own personal goals.

Photo Courtesy of Renwick Brutus Media

Leadership is more than a title. That's well known. What's not so well recognized is that for those who approach leadership with a sense of great responsibility, it is a calling, a relentless pursuit of purpose, and an unwavering commitment to excellence. Whether in the corporate world, the entrepreneurial eco-system, or the heart of community service, leadership is the bridge between vision and reality.

My focus here is to synthesize a few recent observations and insights from effective leaders for those who seek to lead well and effect meaningful improvements and impact.

Use Recognition as a Catalyst for Growth

In any expression of leadership, recognition is a differentiator that lifts the team. The most effective leaders demonstrate that acknowledgment does more than boost morale—it reinforces excellence. By sharing client feedback, publicly celebrating wins, and conducting periodic success showcases, you will cultivate a culture where contributions are valued.

As John Maxwell puts it, "Leaders must be close enough to relate to others, but far enough ahead to motivate them." Public recognition fosters motivation, and private feedback ensures dignity and professional growth. Whether in boardrooms or on the factory floor, people thrive when they feel seen.

Leadership Prescription:

Celebrate victories, both big and small.

Make public praise a habit while ensuring constructive feedback remains private.

Set a standard where recognition is not an afterthought but a way of leadership.

Build Psychological Safety & Trust to Break the Fear Cycle

The haunting question, "Are we in trouble?" often echoes in the minds of employees summoned to a meeting. This fear stems not from the present but from past experiences; the tirades (at least, in the mind of the recipient) of parents, teachers or bosses who led through intimidation rather than inspiration. The challenge for leaders is to dismantle this conditioning and build psychological safety.

One of my client's recent experience with a struggling junior employee who asked, "Are we in trouble?" when he summoned a meeting, exemplifies competent leadership. Instead of enforcing a rigid performance improvement plan, he reassured the employee he was not, fostered dialogue, built rapport, and turned apprehension into enthusiastic, constructive engagement. Simon Sinek emphasizes, “When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.”

Leadership Prescription:

Normalize feedback. Make it a routine rather than a reprimand.

Ask, “How are you doing?” before “Why is this task not done?”

Model openness. Vulnerability in leadership fosters trust.

Entrench Delegation & Accountability to Empower Others to Lead

One of the fundamental shifts in leadership is understanding that it doesn't demand that you do everything or many things, but that you enable others to do their best work.

This same client and exemplar implemented a structured delegation model that assigned specific leadership roles to team members, from operations to business development. Initially, this was met with resistance. Leaders mistook accountability for "extra work" or blame. But as ownership grew, so did efficiency and confidence.

As Stephen Covey teaches in The 7 Habits of Highly Effective People, “The best way to predict your future is to create it.” Leaders must learn to give their teams both authority and reassurance. And they will believe and see their unlimited capacity to advance their effectiveness and condition.

Leadership Prescription:

Clearly define responsibilities. Ambiguity breeds inefficiency.

Frame accountability as empowerment, not punishment.

Trust your team. Use delegation as a vote of confidence, not a concession of weakness.

Develop Future Leaders for The Next Phase

Astute leaders think generationally. They are less concerned with personal success and more invested in the success of others. A client's recent approach to mentorship underscores this. He identifies potential leaders and tailors coaching and development to their strengths and weaknesses.

One of his mentees, while technically skilled, struggled with visibility under pressure. This raised a crucial leadership dilemma: Can all weaknesses be coached, or are some intrinsic?

John Wooden, legendary UCLA coach, reminds us, “A leader’s most powerful tool is their own example.” Leadership is both taught and caught. And you must apply your functional intelligence at all times. You would be wise to use discernment with respect to time, the desire of your mentee, and alternate resources in determining the appropriate choice. The responsibility of today’s leader is to cultivate the growth of tomorrow’s.

Leadership Prescription:

Have honest conversations about growth potential.

Customize mentorship. One size does not fit all.

Model the behavior you wish to see in future leaders.

Use Feedback as the Mirror of Leadership Growth

My friend, psychologist Al Raffetto, PhD insists that "feedback is a powerful piece of equipment." And it is the lifeline of leadership. A 360-degree feedback system, like the one discussed in my program Irresistible Leadership gives leaders insights into their strengths and gaps. However, feedback must be safe, structured, and actionable.

Too often, organizations collect feedback and let it collect dust. But as Patrick Lencioni warns in The Five Dysfunctions of a Team, “If there is no trust, there can be no meaningful feedback.”

Leadership Prescription:

Make feedback a conversation, not a critique.

Collect insights from multiple levels. Perspectives matter.

Act on feedback visibly. Nothing destroys credibility faster than ignored input.

Travel the Path to Leadership and Personal Excellence

Leadership is not a destination. It’s an evolution. It is defined not by authority but by impact. And it demands patience, a commitment to continuous personal growth, and a clear and enduring purpose.

The most effective leaders:

Create cultures of recognition.

Foster psychological safety and trust.

Delegate with clarity and confidence.

Mentor future leaders with honesty and appreciation for legacy.

Seek and act on feedback without ego.

The challenge for every leader is to move from mere management to true influence. In the words of Brian Tracy, "Become the kind of leader that people would follow voluntarily, even if you had no title or position." Lead with purpose, and your legacy will be one of transformation.

Renwick Brutus is a strategist, author, and guide who helps CEOs and executive teams transform performance to attract and retain top-tier clients and talent. He blends 25+ years of entrepreneurial, executive, and financial experience with human-centered insights to elevate results and impact. His books, "Irresistible Communication: Improving Trust, Relationships and Results," The Achiever’s Pocket Guide to Effective Networking," and "5 Reasons Good Enough Isn’t Good Enough" offer actionable tools for leaders who refuse to settle for “good enough.” Visit achievementresources.com to begin your journey. You may also connect with Renwick here.