Success Advice
Ego Contributes to Your Success and Failures

Bill Russell played for the Boston Celtics for 13 years. Remarkably, his teams won the NBA championship 11 of those 13 years. He felt the key to their success was the development of their team ego. He said when the Celtics entered a building for practice or a game, they left their individual egos at the door. However, what they brought into the building was their team ego. The Celtics knew they were a good team and their mindset towards an opponent was if you are to beat us, you had better bring a great game because we know we are!
Great coaches knew the secret about ego
Great coaches constantly speak to the importance of the team, not the individual. Vince Lombardi of Green Bay Packer fame used to tell his athletes, “Individual commitment to a group cause is what makes a team, a business, a church, or a country work.”
John Wooden, the iconic UCLA basketball coach, was a star player. He was not only an All-American at Purdue University; he was named the College Player of the Year in his senior season. He also coached numerous stars at UCLA who went on to excel in the NBA, among them the leading scorer in NBA history, Kareem Abdul-Jabbar. He had this insight into individual ego and stardom, “The main ingredient of a star is the rest of the team.”
Al McGuire, a basketball Hall of Famer, was an outstanding coach at Marquette University. His primary refrain to his players was, “Either we all go uptown together, or no one goes uptown at all.”
Talent doesn’t always matter
You do need talent to win in athletics, but talent alone will not win; it is only talent that plays together that wins. Jerry West was certainly one of, if not the best shooter to ever play in the NBA. He played 14 years and played on 1 championship team” – says Harry Johns White, Marketing Specialist at NBAblast.
Michael Jordan, having watched him at practice and in 30 plus playoff games, is the best player I have ever seen. You could make the argument that Oscar Robertson was the second-best player in NBA history. Like West, he played 14 years but only played on 1 championship team.
Charles Barkley was an extraordinary player. He was an 11 time All NBA Player and the most valuable player in the League in 1993, but he never played on one championship team.
Ernie Banks excelled for the Chicago Cubs for 18 years. He is considered the best power hitting shortstop in the history of baseball, leading the National League in home runs in 1958 and 1960 and finishing his career with 512 homers. A Hall of Famer, he was a 14-time All-Star and 2-time National League Player of the Year, yet he never played on a championship team.
Team ego transcends athletics
Stephen Covey, a business consultant and author of the famous book, The Seven Habits of Highly Effective People, wrote that when he studied businesses, he found that they encompassed three kinds of people: independent, dependent, and interdependent. He then stated that the most successful businesses developed interdependent people. These companies believed everybody’s job was important and no job was too small. We all need each other!
Dr. Jack Orr took the University of St. Francis from near bankruptcy to having an endowment during his presidential tenure. He developed team ego by knowing all his team members from the Board of Trustees, the top administrators, all faculty, and the workers who cleaned the dormitories; and he valued every single person.
The Healthcare profession most assuredly depends on team play. If a patient is to be properly cared for there must be cooperation among the nurses, doctors, therapists, and pharmacists. If anyone working in these professions is ego-driven, the patient is shortchanged.
Jealousy kills teamwork
Jealousy kills a team! Whatever the platform, once jealousy enters the organization, teamwork is destroyed. I have seen athletic teams and projects outside of the athletic realm have no chance for success. I think it is critical to be cognizant of jealousy entering a team and to nip it in the bud by confronting it immediately and head-on.
Oliver Stone had this insight into jealousy when he wrote, “Never underestimate the power of jealousy and the power of envy to destroy. Never underestimate that.” And BC Forbes had the finishing touch, “Jealousy…is a mental cancer.”
Team ego wins.
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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”
While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.
Why This Gap Exists
Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.
What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.
Tools and Techniques to Bridge the Gap
Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.
1. Practice Mutual Empathy
Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.
2. Maintain Professional Boundaries
Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.
3. Follow the Golden Rule
Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.
4. Avoid Micromanagement
Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.
5. Empower Employees to Grow
Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.
6. Communicate in All Directions
Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.
7. Overcome Insecurities
Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.
8. Invest in Coaching and Mentorship
True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.
9. Eliminate Favoritism
Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.
10. Recognize Efforts Promptly
Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.
11. Conduct Thoughtful Exit Interviews
When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.
12. Provide Leadership Development
Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.
13. Adopt Soft Leadership Principles
Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.
The Bigger Picture: HR’s Role
Mercer’s global research highlights five key priorities for organizations:
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Build diverse talent pipelines
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Embrace flexible work models
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Design compelling career paths
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Simplify HR processes
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Redefine the value HR brings
The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.
Treat Employees Like Associates, Not Just Staff
When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.
Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.
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