Do you have Jorge Paulo’s dilemma? Do you have too many great young and talented leaders, too many ambitious and capable and driven people? If you create this “problem” for your company, you’ll be forced to go for the next big dream; otherwise, the best ones will go find something else to do.

Far better to be an uncharismatic leader who gets the right people to confront the brutal facts than to be a magnetic force of personality who leads compliant followers to disaster. If you have charisma, you can still build an enduring great company. But never forget: If your company cannot be great without your personal charisma to inspire, then it is not yet a great company.

The choice is not between hands-on or hands-off. In our research, the entrepreneurs who led their companies from start-ups into some of the greatest corporations in history generally had both a hands-on style and an empowering style. No matter how big their companies became, they remained closely connected to their people, hyper-aware of facts on the ground, and directly engaged in strategic imperatives. If you lose your voracious curiosity about tactical details, if you lose passionate interest in people and how they are feeling, if you insulate yourself in the protective cocoon of executive comforts, you may well wake up one day to discover your company has already entered a doom loop of decline and self-destruction.

You can be the smartest, most well-liked, most hardworking manager in the world, but if your team has a long-standing reputation for mediocre outcomes, then unfortunately you can’t objectively be considered a “great” manager.

Great companies cannot be built on processes alone. But believe me, if your company has antiquated, disconnected, slow-moving processes—particularly those that drive success in your industry—you will end up a loser.