Leadership in today’s rapidly evolving business landscape isn’t a rigid equation. Instead, it requires adaptability and a willingness to embrace traits continually evolving alongside the dynamics of business and its people. What made your company successful yesterday won’t guarantee success today—and certainly not tomorrow. During a conversation with Daniel Roth on LinkedIn’s This is Working podcast, Taco Bell CEO Sean Tresvant credits much of his leadership success to one simple yet profound principle: “Don’t try to be a black belt in everything.”
Tresvant, who became CEO in January and also has an extensive background in marketing and branding, and when describing it, explained that while he’s a “black belt” in marketing, he’s content being a “brown belt” in other areas. His approach emphasizes mastering one core competency while being proficient in others. This focus has paid off—Taco Bell earned a spot on Fast Company’s 2024 World’s Most Innovative Companies list, an impressive feat for a brand whose first restaurant was in 1962. Though straightforward in theory, executing this philosophy is far from easy. Many leaders fall into a common trap that hinders their effectiveness and well-being.
The Superhero Syndrome
In movies, superheroes appear invincible, capable of overcoming impossible odds with limitless strength and resolve. Yet even superheroes have their limits—and so do CEOs and organizational leaders. Superhero Syndrome describes CEOs, entrepreneurs, and leaders who believe they must handle everything themselves, often (and unintentionally) at the expense of their health and team dynamics. While these leaders might claim to delegate, they often micromanage or struggle to trust others fully. Signs of Superhero Syndrome include:
- Difficulty delegating responsibility and autonomy.
- Feeling guilty or inadequate when asking for help.
- A reluctance to admit gaps in knowledge.
For CEOs, this mindset can be incredibly detrimental. The pressure to project an impenetrable persona as the “face” of their organization often leads to burnout and limits their ability to lead effectively. Tresvant’s “black belt” philosophy is an antidote to this syndrome, offering two significant benefits:
Mental Health And Fulfillment
CEO tenures are becoming shorter as the pressures of leadership and many other external metrics intensify. Beyond the external demands, the internal toll—particularly on mental health—can be debilitating and drowning. A CEO’s well-being directly impacts their executive presence, organizational performance, and even the outcomes of major initiatives like mergers and acquisitions. By avoiding the hazards of Superhero Syndrome and focusing on core strengths, CEOs can mitigate burnout while maintaining fulfillment in their work. Leaders who achieve balance—not by “turning it off” entirely but by creating space for personal well-being—become more innovative and effective in driving their organizations forward.
Trust And Empowerment
Great leaders, like top sports coaches, are expected to empower others to grow and amplify their potential. When CEOs try to be everything to everyone, they inadvertently stunt the growth of their team members and, by extension, their organization. As Tresvant aptly noted, “Leaders who try to be everything to everybody, and try to maybe be a little bit too micro, and don’t empower their teams to lead—that’s when teams aren’t at their best.” Empowering your team means giving them the autonomy to make decisions and the space to develop their skill and expertise. It also requires the humility to admit when you don’t know something—a trait that builds trust, strengthens influence, and ultimately creates a more innovative, healthy, and high-performing organization.
In a world that often demands CEOs and leaders to appear invincible, Tresvant’s approach is a powerful reminder: humility, team inclusion, and a focus on core strengths are the foundation of enduring success. By stepping back from the superhero mentality, CEOs can build resilient, healthy, and innovative organizations that thrive in the present and are placed in a position of power to adapt to the future.