What happens if you focus only on the output, without creating the inputs that fuel consistent, sustainable success?

I was reading about some product failures recently that highlighted the dangers of this approach.

One example was LeEco, manufacturer of the ‘Le’ range of smartphones. It had major ambitions to sell sleek smartphones – among other technology-driven products.

Impressed by Apple’s design ethos and marketing savvy, LeEco emulated the sleek look and appealing advertising.

But it rang hollow. The phone’s outside looked glossy, but the product didn’t endure.

The output was there, but the input wasn’t.

The team behind it lacked the product development know-how, financial discipline and sophisticated supply chain to support sustainable success. Devices were buggy – the supply chain was patchy – and financial issues led to bankruptcy filings.

Hollow Leadership

And there is a parallel in hollow leadership – where organizational leaders capture the appearance of inspirational leadership, but lack the internal compass, core values and self-awareness to deliver.

If you want to build a reputation of solid – rather than hollow – leadership, here are some of the output-only behaviours to avoid:

Style Without Soul

Perhaps you’ve experienced a leader speaking in a TED-like demeanour. The timing is excellent, the gestures and buzzwords mastered, but the message sounds generic and impersonal.

It feels like they’re pretending rather than sharing a lived, heart-felt experience.

The lesson? Start from a position of values, beliefs and personal experience.

Motion Without Mission

Maybe you’ve worked with leaders who carry out the actions – the 1:1 check-ins, the feedback sessions, the town halls – but it’s part of their leadership checklist rather than driven by a desire to create trust and connect.

The lesson? To forge trust and psychological safety – the real engines of high growth – tune in and focus on what’s really going to support the growth of the person you’re with.

Sound Bites Without Substance

Perhaps you hear your leaders quoting Simon Sinek or Brene Brown – they talk about starting with the why and the need for vulnerability. But they avoid hard conversations, discredit dissent and dedicate their energies to short-term results, not long-term drivers.

The lesson? Mean what you say, and back it up with actions.

Shiny Facade, Shaky Foundations

Projecting a shiny exterior without the inner substance only takes you so far.

A cautionary case: Elizabeth Holmes of Theranos. She emulated Steve Jobs – the black turtlenecks, bold claims, college drop-out status – but lacked scientific rigour, transparency and the ethical backbone necessary to develop a truly revolutionary product.

The lesson? Take care to possess the essentials, before amplifying your personal brand.

Build Your Inner and Outer Game

For your own well-being and that of your team, can you strive to master both your inner and outer game – famously captured in the book, The Inner Game of Tennis, by focusing on:

Your Personal Why

What drives your self-leadership? How do you want to impact others?

The spotlight isn’t always on you, but your actions always matter. What is the purpose-engine driving you?

If you’re wondering, here are some thoughts:

Presence over Performance

People feel your presence (and your lack of it). There is only one moment that matters – the present one you’re in right now. And each breath can anchor you to that moment. (That’s a Buddha saying: Every breath is a new life)

Systems that Support Substance – and Sustainability

Your processes and practices build your core – and the core of an organization. How deeply have you considered yours?

• Do you align your energy with your purpose-based priorities? If in doubt, check whether your calendar reflects what is truly important.
• Are your feedback loops enabling real feedback – or are they echo chambers?
• Do you practice rituals that reinforce culture. Do your behaviours, processes and policies strengthen the culture you seek to create?

People are inspired by leaders with a solid core – the leaders who’ve done the deep work to understand themselves and who consistently show up with credibility, authenticity and a clear sense of purpose.

Like a hollow tree, the hollow leader is far more likely to be blown over in a storm, when the weak core, poor grounding, and overall fragility are no match for the strong winds of organizational pressures.