Leaders are those individuals who live by empowering Meaning Factcheck Usage

Context

In the book, this isn’t just a random line about leadership. It’s nestled in a much larger discussion about how we are all running on “belief systems” that dictate our results. He’s making the point that if you want to change your outer world—your team’s performance, your company’s culture—you have to start by upgrading your inner software. The chapter is literally about taking control of your life, and he positions leadership as a natural outcome of that process.

Usage Examples

So how does this play out in the real world? Let me give you a couple of scenarios.

First, think about a startup founder. Instead of micromanaging every task, she operates from the belief that “this team is capable of brilliant, autonomous work.” She then spends her time removing roadblocks and asking powerful questions that help her team tap into their own problem-solving skills. The result? Innovation and ownership.

Or a middle manager in a corporate setting. He’s stuck with a demotivated team. He can’t change the corporate policy, but he can change his own belief from “my hands are tied” to “I can create a pocket of excellence on my team.” He starts by acknowledging small wins and coaching his reports through challenges, which helps them reconnect with their own competence and drive.

This quote is really for anyone in a position to influence others, from CEOs and coaches to teachers and parents. It’s a lens for how you show up.

To whom it appeals?

Share This Quote Image & Motivate

FAQ

Question: Isn’t this just positive thinking?

Answer: Not at all. Positive thinking is a surface-level tactic. This is about core beliefs, which are the deep, often unconscious, rules your brain runs on. Changing a belief requires proof and consistent action, not just a happy thought.

Question: What if my team members don’t want to tap into their potential?

Answer: That’s a great question, and I’ve faced it. Often, it’s not that they don’t want to, it’s that they don’t believe they can. Your job as a leader is to create a safe environment for them to try, and maybe even fail, and to consistently see and reflect their strengths back to them until they start to believe it themselves.

Question: Can you really change your core beliefs?

Answer: Absolutely. It’s not always easy, but it’s possible. It’s the entire premise of cognitive behavioral therapy and much of Robbins’ work. You identify the disempowering belief, challenge its validity, and then consciously install a new, more empowering one through repetition and “acting as if” it were already true.