This blog post is inspired by the video lecture by Prof Mahadevan(Insights from Ramayanam 02 – Lessons from Rāvaṇa’s Life (Feb 02 2024))
In today’s hyper-competitive world, leaders are often under pressure to pursue greatness. They strive to achieve targets, scale ventures, gain visibility, and leave behind tangible accomplishments. But in this race for recognition, a deeper question often gets lost:
What do you want to be remembered for?
Is it the size of your achievements—or the strength of your character? The applause of the world—or the silent respect of those you impacted?
Let us explore the powerful distinction between Greatness and Goodness from the perspective of executive coaching, drawing on quotes, examples, and reflective insights for leaders and coaches alike.
“Try not to become a man of success but rather try to become a man of value.” — Albert Einstein
Goodness arises from intrinsic values—a deep inner compass of integrity, kindness, and service. It’s about doing what’s right, even when no one is watching. Leaders driven by goodness lead with empathy and act out of purpose.
Greatness, on the other hand, is often linked to extrinsic motivations—recognition, status, wealth, awards. While not inherently negative, greatness pursued in isolation can turn into vanity metrics.
Is it applause or alignment? Greatness without grounding leads to burnout. Goodness provides inner strength.
“Waste no more time arguing what a good man should be. Be one.” — Marcus Aurelius
Goodness is always within one’s control. You can choose to be fair, kind, honest, and just—regardless of circumstance. Greatness, in contrast, often depends on factors beyond one’s control: market conditions, timing, public perception.
Leaders who focus solely on greatness may become reactive to external opinion. Those rooted in goodness remain steady through both praise and criticism.
“Nearly all men can stand adversity, but if you want to test a man’s character, give him power.” — Abraham Lincoln
Goodness builds trust, respect, and emotional capital over time. It sustains relationships and reputations long after roles change.
Greatness may bring rapid acclaim, but it can be fleeting if not backed by character. History is full of brilliant leaders who fell from grace due to ethical failures.
Mahatma Gandhi is remembered not for high office, but for his moral leadership.
Steve Jobs was a symbol of greatness but often critiqued for lacking goodness in his early leadership.
| Attribute | Goodness | Greatness |
|---|---|---|
| Trustworthiness | High | Varies |
| Visibility | Low to Medium | High |
| Inner Peace | High | Medium to Low |
| Influence | Quiet, Sustainable | Loud, Expansive |
| Team Loyalty | Deep | Conditional |
Leaders who integrate both goodness and greatness build lasting institutions, not just individual legacies.
When greatness is pursued without goodness, it can lead to:
Arrogance and ego
Toxic culture
Burnout and ethical lapses
When goodness is not assertive, it may:
Be overlooked or exploited
Fail to drive bold change
Nelson Mandela grew from a fierce activist to a balanced leader who embodied both.
Mother Teresa never chased greatness, but her goodness brought global admiration.
Who are your role models—great people or good people?
When you lead, do you focus more on perception or principles?
What will your team remember about you in 10 years?
“It is not what we do, but also what we do not do, for which we are accountable.” — Molière
In the end, greatness impresses, but goodness endures.
Let us not force a choice between the two. Let us blend them.
Be good. Do great.
Leave a legacy that speaks not just of success, but of substance.
Embark on Your Journey of Growth with Subramaniam’s Insights – Where Wisdom Guides Success.