They Never Wanted to Lead

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

― John Quincy Adams

Imagine a quiet, unassuming government official, living his routine life, with no ambitions of ever sitting in the highest office of the land. Then, in one catastrophic moment, everything changes. In the TV series Designated Survivor, Tom Kirkman is exactly that man. A low-ranking cabinet member, he is far from the political spotlight, when an explosion wipes out the entire U.S. government, leaving him as the new president.

Kirkman didn’t want the job, but he’s forced to take charge in the most challenging of circumstances. His leadership journey begins with doubt, not only from others but from himself. He doesn’t believe he has what it takes, and neither do the people around him. But as crises unfold, he proves that sometimes the best leaders are the ones who never planned on leading. They bring a fresh, humble perspective and a heart that's driven by duty, not ego.

Similarly, Po, the lovable, clumsy panda from Kung Fu Panda, couldn’t be farther from the image of a typical warrior. His only aspiration in life is to make noodles in his father’s shop. Yet, in a bizarre twist of fate, Po is chosen as the Dragon Warrior, destined to save the Valley of Peace from a powerful villain.

In the third movie of Kung Fu Panda, Po's leadership journey takes on a new dimension. This time, Po is not just fighting to save the world—he’s also tasked with becoming a teacher. In his own way, he must train a group of pandas, guiding them to unlock their potential. Po doesn’t follow the traditional methods of training; instead, he embraces his unique personality and shows his students how to use their strengths. His leadership evolves into something more profound: helping others find their own paths.

What ties these two so different characters together? They didn’t chase leadership; leadership found them. Tom Kirkman and Po share a deep sense of responsibility, even when they doubt their abilities. They’re not traditional leaders, and that’s exactly why they succeed. Their reluctance makes them approach their roles with humility, empathy, and a focus on the greater good.

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But these themes of reluctant leadership aren’t confined to fiction. They play out in real life as well.

In the Swiss Armed Forces, for example, promotions can happen in a way that’s far from the traditional climb up the corporate ladder. Imagine being in the middle of military training, focusing on getting through the rigorous demands. Suddenly, despite having no ambitions of rising through the ranks, you're promoted. You haven’t asked for more responsibility, but your skills haven’t gone unnoticed. The army, however, needs leaders, and in Switzerland, leadership often finds you, whether you seek it or not.

Much like Po and Kirkman, Swiss soldiers can find themselves in leadership roles they didn’t anticipate. Promotions are based on merit and necessity. In a militia system that prioritizes collective responsibility, some soldiers are asked to step up, not because of ambition but because “the country requires it, son”.

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This idea of rising to the occasion also echoes through the boardrooms of some of the world’s largest companies. When Steve Jobs stepped down from his role as CEO of Apple due to health issues, Tim Cook was thrust into the spotlight. Cook had been a trusted operations executive for years but never intended to become the face of the company. There were doubts about whether he could fill Jobs' shoes, given Jobs' visionary status and deep connection to Apple’s identity.

Yet Cook quietly led Apple to new heights, expanding its product line and boosting its market value. His leadership style is quite different from Jobs—less charismatic and more focused on operational efficiency and steady growth. He didn’t want to be the next Steve Jobs; instead, he led in his own way, proving that leadership isn't about imitation but finding your strengths and playing to them.

Sheryl Sandberg, the former Facebook’s COO, didn’t initially aim for the limelight. Before joining Facebook, she held senior roles at the U.S. Treasury and Google. But when she joined Facebook, a social media platform still trying to figure out its business model, she found herself stepping into the role of a public figure and a leader of a movement for women in business with her book Lean In.

Like Po from Kung Fu Panda, Sandberg was initially unsure of her abilities and uncomfortable with the attention that came with her newfound role. But her strategic insights and ability to manage large-scale operations helped Facebook grow into one of the largest companies in the world. Along the way, she became a role model for millions, though leadership wasn’t something she was chasing—it was something that found her.

Last but not least, Satya Nadella's journey at Microsoft is another great example of reluctant yet effective leadership. When Nadella took over as CEO in 2014, Microsoft was struggling with declining relevance in the tech world. Nadella wasn’t a high-profile figure at the time and didn’t have the loud charisma associated with some tech CEOs. Yet under his leadership, Microsoft reinvented itself, focusing on cloud computing and returning to its innovative roots.

Of course, this is not an exhaustive list—there are many others who share similar stories.

To Sum Up

True leadership doesn’t require a thirst for power or fame. Often, the best leaders are those who rise to the occasion when leadership finds them, driven by a sense of responsibility and purpose rather than personal ambition. And this sense of duty doesn’t diminish their effectiveness—it only makes them better.

In the end, leadership isn’t about being the loudest in the room or having a grand plan from the start. It’s about embracing unexpected challenges, empowering others, and growing into the role—even if it wasn’t what you wanted in the first place.