Team over ego

Once, I found myself in a heated discussion with my team about our startup's marketing plan.

The question was simple: should we continue publishing two posts per week, or reduce it to one?

I was convinced we could sustain two. There were plenty of topics to cover, and I saw reducing the pace as a step backward. Others were more cautious.

As the discussion went on, I started feeling frustrated. I felt unheard. I felt my arguments weren't being understood. I saw myself as the one pushing ambition and momentum while others were settling for less.

Then I caught myself.

I stepped away from the keyboard and gave myself time to cool down. Once the emotions settled, I started challenging my own position.

What if we don't actually have enough content?
What if maintaining the schedule hurts quality?
What if the pressure I'm creating becomes a burden for the team?

The more honestly I examined the situation, the more I realized the discussion was no longer about posting frequency. It had become about being right.

And that's where ego had entered the room.

The team's concerns weren't perfect. Some arguments were weak. But that wasn't the point. A team doesn't succeed because one person wins every debate. It succeeds when people feel safe to speak up, challenge ideas, and move forward together.

I copied the conversation into Claude and asked a simple question:

"What am I missing as a leader?"

The answer gave me several perspectives I hadn't considered.

After reflecting on them, I returned to the team, acknowledged that I had been pushing too hard, apologized, and agreed to move to one post per week.

Not because I became certain it was the right decision.

But because preserving trust, alignment, and collaboration was more important than winning an argument.

Leadership isn't about eliminating your ego.

It's about noticing when it takes the wheel—and having the discipline to take it back.