The piece highlights the distinction between making an impression and fostering genuine connections. It uses the example of Lady Randolph Churchill, who felt admiration for Gladstone but empowerment from Disraeli. This illustrates two types of leaders: those who dominate conversations and those who uplift others. The latter encourage self-belief and inspire confidence, creating a lasting impact. Effective leaders invite contributions rather than overshadow others. Key strategies include providing context, speaking plainly, asking open-ended questions, and recognizing others' contributions. These practices foster an environment where people feel safe to share ideas and take risks. The emphasis is on listening more than speaking, which builds trust and influence. The article notes a personal anecdote about a brilliant but condescending colleague who improved his impact by becoming more curious and supportive. Building confidence in others doesn't mean lowering standards; it involves creating psychological safety. Leaders should celebrate progress, reflect on what they hear, and focus on nurturing ideas. When leaders empower those around them, they enhance their own influence. The takeaway is clear: effective leadership is about making others feel capable, which ultimately strengthens connections and drives long-term success.