The author reflects on their experience between jobs, expressing frustration with leadership practices that prioritize appearance over genuine care. They note a troubling trend where leaders communicate outwardly about valuing people but fail to demonstrate this in everyday actions. The piece emphasizes that care isn’t just a performance; it’s a consistent practice that builds trust. When leaders communicate more with external audiences than with their teams, it erodes culture and stifles open dialogue, leading to disengagement and burnout. In discussing leadership failures, the author highlights that burnout signals deeper organizational issues rather than commitment. If employees are exhausted or disengaged, it points to a lack of support from leadership. The emphasis is on accountability, self-awareness, and making decisions collaboratively, rather than imposing top-down mandates. Good leadership requires being present, recognizing employee struggles, and fostering an environment where communication is safe and encouraged. The author challenges leaders to understand that genuine care is essential for maintaining loyalty and creativity. It’s not just about making money but creating a culture where people want to contribute and feel valued. Leadership should be about what happens when the leader isn’t present, reflecting the impact of their actions on team morale and commitment. The piece ends with a clear message: in 2026, the author intends to withdraw their energy from a system that doesn’t recognize their worth, signaling a personal commitment to self-care and accountability.