One of the most extraordinary leaders I’ve worked for was my boss of nearly 20 years ago, Ed. He was smart, no-nonsense, with a dry, witty humor that surfaced at just the right moments. To some, he was intimidating—but as his direct report, I found him approachable and deeply thoughtful.
Ed was an extraordinarily good listener—not to confirm what he already believed, but to hear something new, something intriguing, something important.
In meetings Ed often sat quietly, hands folded, with no distractions. His first words after listening intently were often a question: “I’m listening, what else have you considered?” He didn’t do the thinking for us, and seeing our thought process mattered to him. In turn, we became more independent problem solvers, and more confident in our own leadership.
Another common question Ed posed, after listening to his satisfaction was: “How can I support you?”
Not only did he grow our leadership acumen with his extraordinary listening skills, but he extended his support and authority in meaningful ways. Gaining Ed’s support was never lip service, it was backed by action.
Ed was uncanny at remembering details too. He would circle back to things I was surprised he even heard… “How did (that problem) work out for you?” or “What did you think about your trip to XX?”
Working for Ed came with a rare sense of security and validation: we weren’t just results-getting machines; we were valued humans, seen and heard. He was “extra” in ways other leaders tend to settle for average.
Why “Extraordinary” Wins
Being “good enough” in certain areas could be holding your team, and your career, back.
Research on transformational leadership has shown that leaders who go above baseline expectations – those who inspire, challenge, and support growth – spark higher engagement, stronger performance, and long-term commitment. Gallup’s 2025 data revealed that only 32% of U.S. employees are engaged in their work, and 70% of the variance in team engagement is attributable to their leader’s behaviors.
Becoming an extraordinary leader doesn’t mean giving 1,000 % to everything that hits your inbox or to-do list. It does mean finding 1-2 areas to commit to that you know will have a meaningful impact. With consistent “extra” focus, you’ll start noticing how people are responding to you differently, results are improving, and you may even be feeling more engaged and enthusiastic as you go about your week.
What Extraordinary Looks Like in Practice
Extraordinary leaders stand out not because they check every box, but because they master a few key traits and execute them with unmatched consistency.
Consider Nelson Mandela. His extraordinary leadership wasn’t only attributed to his political vision, but how he carried himself in every interaction. He was known for remarkable patience, listening more than he spoke, and for choosing language that was uniting.
Indra Nooyi, former CEO of PepsiCo, made a habit of writing personal letters to employees’ parents that became legendary. That gesture wasn’t simply kind; it was a deliberate effort to show people they were valued beyond their output, and it fostered loyalty and engagement across the company.
Then there’s Tim Cook, CEO of Apple, whose meticulous attention to operational detail and ability to quietly, but effectively, lead innovation has sustained Apple’s global dominance.
Each of these leaders has been “extra” in specific, intentional ways that became like personal signatures of their impact.
Four Tips for Becoming an Extraordinary Leader
Being an extraordinary leader doesn’t require theatrics or working around the clock. It requires you to decide where you will be uncompromising in your excellence.
- Start with one thing. Pick one area to be “extra” with this week. Maybe it’s listening. Maybe it’s responsiveness. Maybe it’s the research you need to do into your new organizational structure. IDK, but choose something you believe will have real impact.
- Commit fully. Follow through with that one thing with sharper focus, more brainpower, and stronger vigor than you’ve given it in the past. Halfway effort isn’t commitment – be deliberate and consistent.
- Watch for impact. Over time, notice how people are responding and the results you achieve because you committed to being extraordinary in this area.
- Build on that momentum. When you’re confident your new “extra” has become your habit, pick another element to become extraordinary with.
How do you eat an elephant? One bite at a time. How do you become an extraordinary leader? One impactful leadership trait at a time.
The Wrap
Ed wasn’t extraordinary because he gave everything 1,000%. He was an extraordinary leader because he chose to be “extra” in key areas that truly mattered. He gave his full attention, remembered details, and always responded in ways that encouraged deeper thinking.
Ed’s persona was not a tactic, but it elicited excellent results and grew strong leaders. His interest, challenges, and support were sincere. See, when we commit to actions that support our character we come authentically extraordinary leaders.
He retired long ago, but we still exchange one letter each year. Ed has never failed to make it personal, continuing to model his extraordinary ability to make others feel seen and valued.
So leaders, this week, where will you begin to move from “good enough” to being an extraordinary leader?
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