Ask any lawyer what it means to stand up in court, and the answers are revealing. Some will say they represent the defense, navigating the tide of presumption and evidence to uphold the rights of the accused. Others will say they stand for the victim, giving voice to those whose own voices have been silenced. In every sphere—courtrooms, galleries, boardrooms and beyond—the fundamental question persists: For whom do we stand?
This question isn’t just rhetorical. It’s foundational. Our answer shapes every decision, every relationship, and ultimately, our legacy as leaders.
The Archetypes: Who Needs Us?
- Lawyers stand for the defense, or the victim.
- Art restorers stand for the painting, putting the needs of the work ahead of their own egos or artistic whims.
- Product leaders stand for the consumer, measuring each choice against the utility and delight delivered to the end user.
- Environmentalists stand for future generations, stewarding resources not for today’s comfort but for tomorrow’s flourishing.
With every role, the locus of our attention—self or other—reshapes the definition of success. The world is filled with self-focused leaders, but only other-focused leaders build lasting value and meaning.
The Case for Other-Focused Leaders
As explored in my earlier article “Why The World Needs More Other-Focused Leaders,” there’s an unmistakable difference between leaders who stand for themselves and those who stand for others. The self-focused leader is motivated by title, pay, perks, or the impact on their own lives. The other-focused leader’s north star is different: the impact they can have on someone or something else.
Other-focused leaders understand five things differently:
- Where to play: Not just where they win, but where their work does the most good for others.
- What matters and why: They care about what matters to those they serve—be they clients, customers, or future inhabitants of this planet.
- How to win: They harness the collective strengths of others, knowing teams are stronger than any one individual.
- How to connect: They make space for new voices and perspectives, enabling shared understanding.
- What impact: They focus on their impact on others, taking the long view—and accepting that true abundance arises from shared success.
This approach is not just noble. It is strategic. Teams deliver more than lone wolves. We is always stronger than I.
How “Who” Precedes “What”
It’s easy to talk about core values—integrity, respect, innovation. It’s harder, and more important, to name who those values are meant to serve and why it matters. The “who” precedes, and gives meaning to, the “what.”
Artists who restore a painting make daily decisions: preserve this brushstroke or not, intervene here or let it be? Their guiding star isn’t their own reputation, but the enduring life of the artwork itself. Product designers shouldn’t fall in love with their own ideas; they serve the customer first. Environmentalists’ sacrifices pay dividends for their grandchildren’s grandchildren they may never meet.
Implications For You
What lessons can leaders in any domain take from this other-focused mindset? Drawing from both research and practice, consider:
- Clarity of intent: Declare for whom you stand and why. Say it out loud. Put it in writing. Communicate it often.
- Let others shine: Celebrate what the team does, not what you’ve accomplished personally. Give away credit as often as you can.
- Decide with empathy: In every hard call, revisit the “who.” Will this help the painting last, the victim heal, the customer succeed, the forest flourish for another century?
- Reframe success: In onboarding, hiring, and promotion decisions, probe for other-focus. Ask new hires not, “What do you hope to get?” but “Whom do you want to serve and why?”
The Long-Term Reward
Other-focused leaders talk about the impact they can have on others. They get excited about how their new organization can solve an unsolved problem, meet an unmet need, or tap an untapped opportunity for good. When you stand for others, you inspire loyalty, unleash creativity, and weather the inevitable storms of change. Over time, organizations led by other-focused leaders outperform because everyone—employees, customers, partners—feels the difference, and commits at a deeper level.
Your Leadership Challenge
So—take five quiet minutes today. Before the next meeting, before the next negotiation, before the next brush touches canvas or decision hits the board: Ask, “For whom do we stand?” The answer may change the way you lead, and it will almost certainly change the way you matter to the world.
Be an other-focused leader. Stand for something—or someone—beyond yourself. The world needs you now, more than ever.
John Hall
Connect
