Magnetic Leadership

It’s not how loud you are; it’s how far your influence reaches.
Most people hear “magnetic leader” and imagine a charismatic Founder with a strong brand, someone who speaks at all the big conferences, who appears on all the podcasts. However strength in this trait is not just about a strong personal brand it’s about the ability to have a multi-layered impactful influence across three totally different audiences at once:

• Investors

• Customers

• Internal teams

It’s rare because very few leaders can naturally operate across all three spheres with equal effectiveness. Impact on Investors and customers is more common as these two spheres are extrinsically motivated. That multi-channel influence requirement sets Magnetic Leadership apart from traits like Drive or Resilience, which are more internally oriented.

The Hidden Founder Paradox
In the dataset, 16.55% of people score Magnetic Leadership as their highest trait

However, it also shows that people often overestimate how magnetic they are, but the trait is objectively tested for behavioural influence, not perceived charisma.

Many founders assume they excel at “leadership,” but TF6 data shows that far more founders score highest in Drive and Resilience not leadership.

This trait reveals the truth behind a common pattern:

Grit gets companies started. Influence gets them funded and scaled.

Magnetic Leadership predicts whether a founder can carry people with them, not just push through obstacles.

Its a fairly common behaviour in the eco-system for Founders to “signal” leadership by referencing:

• books they’ve read

• mentors

• management philosophies

• social behaviours

But scoring high in this area signals the ability to actually move people, not just talk about leadership. This gap makes Magnetic Leadership a useful BS-detector.

What is it?
A charismatic ability to attract and bind people to your vision, even when the path to execution is uncertain. It means refusing to be limited by what has already been, and continuously stretching the boundaries of what is possible. You care about the vision, not so much about the way to get there.

“People need to think you’re crazy. If others don’t think your ambitions are crazy, when you talk about the ambition, you’re not thinking big enough.” – Malte Kosub, CEO and Co-founder, Parloa

And the vision evolves constantly, making it challenging for others to keep up. Founders like this are relentless and not always easy to work with, but you can learn a lot from them. Their continual recalibration means they will be, at turns, inspiring, confusing, and challenging to work with, disregarding documented paths in order to do things differently.

Magnetic Leadership also requires self-awareness, so you can continually evaluate your vision and the decisions you’re taking to get there.

When is it crucial in a company’s life journey?
It’s particularly critical in the early days when the product is unproven, the market is uncertain, and credibility is still being built.

“I hope you have a charismatic personality because that’s how you raise money. That’s how you attract customers. That’s how you get people to trust you. Especially in the beginning, all you have going for you is that magnetic personality.” – Salma Bakouk, CEO and Co-founder, Sifflet

But it remains vital at every stage. Being visionary isn’t enough; you need to be able to tell a story. A founder’s ability to communicate a compelling, evolving vision is what keeps teams, investors, and customers aligned as the company matures and pivots in response to the market and product changes.

“Be the biggest believer in your product, because if you’re not the biggest believer in your product, how can you sell it? How can you get others to believe in it?” – Felix Starck, CEO and Co-founder, Baller League

Why founders fail
They have a compelling vision but can’t execute to get there. Some rely too much on external validation; they burn out because they get energy from external enthusiasm rather than internal alignment. Others dial up too far on imposing this vision on their teams rather than taking them on the journey.

“To attract people to your vision and get buy-in, you have to have a really, really concrete idea of ‘This is the future that will happen.’ But at the same time you’ve got to be like, ‘Maybe it isn’t.’ […] The big challenge is how you manage to maintain that ability to bind people to a vision whilst also being open to the fact that the world may be changing in ways that don’t necessarily align with that vision.” – Tony Haile, CEO and Co-founder, Filament

But in attracting people to your vision, you need to make sure that the culture you build doesn’t become an echo chamber of yourself, where people just want to please you and say yes all the time.

How to hone this skill
Topline: Embrace visionary leadership, discomfort, and bold course corrections

A bold vision often challenges the status quo and creates discomfort – both for you and those around you. Being a magnetic leader means standing firm in your belief, even when others resist. Changing direction to honor the vision isn’t a weakness; it’s a strength that ensures alignment with what truly matters.

Visionary leadership isn’t about being liked; it’s about creating something extraordinary. Discomfort and doubt are natural signs that you’re breaking new ground.

“In the beginning, when things are going well, you feed on that energy and it’s like, ‘Oh, I’m making everybody happy.’ And then, all of a sudden, you realize ‘I’m the boss. I need to make hard decisions.’ And then you’re not able to have that resilience to practically separate those two things, make the hard calls that ensure the company will do well in the long term.” – Thomas Plantenga, CEO, Vinted

For that reason, it helps to create a certain level of distance. “You have to be transparent and self-aware and bring everybody in, but you also have to remove yourself a little bit and maintain that respect and that veneer of command and authority,” says Manny Medina, CEO and Co-founder of Outreach. “Early on in the founding journey, you need to act like a leader, guide the team, be cognizant of direction and vision and mission. Remind everybody why – ‘Why are we here?’”

Reframe discomfort as part of progress
Thought trap: “Overturning decisions makes me seem weak or indecisive.” Reframe: “Honoring the vision means adapting as needed, even if it’s hard.”

Thought trap: “If my team or stakeholders are unhappy, I’ve failed as a leader.” Reframe: “Their frustration is temporary. The vision’s success will inspire lasting respect.”

Self-coaching
Practice emotional acceptance

When challenged or disliked, remind yourself: “Visionary leadership isn’t about being liked right now – it’s about creating impact in the long term.”

Ask yourself: “Am I making this choice because it’s easy or because it’s right for the vision?”

Reflect on alignment
After overturning a decision, ask: “How does this adjustment bring us closer to the vision?” and “What does this say about my ability to lead with courage and adaptability?”

Short-term focus
This week, reflect on one decision you’ve made that no longer aligns with the vision. Take the bold step to communicate the change clearly, explaining how it serves the bigger picture. Be prepared for temporary discomfort, but trust in the vision.

Long-term growth
By regularly embracing discomfort and making bold decisions that serve the vision, you’ll build a reputation as a focused, resilient and visionary leader. Over time, this mindset fosters trust in your leadership and inspires others to rally behind your vision, even in challenging moments.

“Magnetic Leadership defines that core destination, the thing that you’re trying to solve for in the world. But Progressive Explorer is for the rampant opportunist who says the path that I take to get there may be very, very different to the one I imagined.” – Tony Haile, CEO and Co-founder, Filament