Recently, I came across a social media post that gave me pause. It described the experience of being present during a major press conference following a tragic event—an important moment that focused on recovery, collaboration and the lessons learned in the aftermath. The post emphasized the significance of simply being in the room. At first, it felt distant from the deeper substance of the event, but it also reminded me of something important: There’s real value in observing how decisions are made, how leaders communicate under pressure and how complex situations unfold.
From a succession-planning perspective, being present in these moments can be formative. Future leaders must see leadership in action, particularly in times of crisis. However, the experience also raised a question: How do we share these opportunities for growth without the message being lost in self-promotion? That reflection led me to examine my own approach: how I post, how I lead and how I ensure that my actions are aligned with the intent to serve, not to be seen.
The rabbit hole of leadership
It struck me how easily presence can be confused with purpose. Too often, leadership becomes about being seen at the table rather than what you bring to it. The aforementioned post became a reminder of something essential: Real leadership has little to do with attention and everything to do with intention.
This reflection sent me down a rabbit hole of leadership principles. True leadership isn’t about boosting your career, collecting likes or curating influence. It’s about responsibility, service and putting others above yourself, even when no one’s watching.
The decisions that we make as leaders always should serve the greater good of the organization and the people who are in it. When we lead with sincerity and selflessness—when we truly put people first—growth, trust and reputation follow naturally. You don’t have to campaign for credibility. If you lead the right way, the people who are around you will speak for you—either in support or in silence.
My dad used to say that as a quarterback, I should expect too much credit when things go well and too much blame when they don’t. He also told me never to talk about my own plays or touchdowns to others or the press (this was before social media). Instead, he said, “Let your teammates and coaches do the talking. If you did your job correctly—if you put others first—they will.”
Being a fire chief—or a leader in any profession—is no different. We are the quarterback of our organization. Our success lies in how well we support the team, not in how often we get mentioned. It shouldn’t matter who gets the credit for a great idea. What matters is that the idea takes hold and improves the organization.
As leaders, we are responsible for the success or failure of our organization. That doesn’t mean that we must control every win. If you give your team the space and autonomy to contribute—to bring forward ideas and implement solutions—the accolades will take care of themselves, as a team. Let your horses run, and they’ll carry everyone across the finish line.
Leadership done right
Leadership, when done right, often goes unnoticed. That’s because the best leaders aren’t standing in the spotlight; they’re behind the scenes, removing obstacles so others can shine. They understand that leadership is less about being seen and more about seeing others’ potential, growth, challenges and worth.
In an era of highlight reels and instant gratification, it’s easy to fall into the trap of curating a personal brand instead of cultivating a leadership culture. However, here’s the truth: If you lead just to be recognized, you aren’t leading. You’re performing, and performances fade.
Real leadership isn’t measured in likes or titles; it’s measured in trust, impact and team development. Are your people growing? Are they bringing ideas to the table? Do they feel ownership and empowerment in their work? That’s your scoreboard.
We also must ask ourselves the difficult questions: Do we create space for others to rise, or do we unintentionally occupy that space for ourselves? Do we mentor others to lead, or do we hold on too tightly out of fear of being replaced?
The greatest legacy that a leader can leave isn’t a personal highlight reel; it’s a culture in which others are equipped and inspired to lead. That kind of leadership requires humility. It means being OK with not always being the loudest voice in the room. It means knowing when to lead from the front and when to lead from behind.
Let your people lead. Let them grow, stumble and own the wins. When you stop trying to be the most important person in the room, you give others the courage to step into their own leadership. That’s how organizations thrive. That’s how trust is built. That’s how cultures change.
So, the next time that you feel that pull for recognition, pause and ask: Is this about me, or is it about the mission? Is this about my image, or is it about our effect?
If you stay rooted in service, focused on purpose and committed to the development of others, your leadership will speak for itself—in how your team performs, in the values that you uphold and in the legacy that you leave behind.
In the end, leadership isn’t about how many rooms you’re invited into. It’s about what you do for others once you’re in there.
Lead with humility. Serve with integrity. Put your people first. The rest will take care of itself.
