The real power here lies in recognizing that leadership isn't about originality or grand vision—it's about giving voice to the unspoken consensus. Most people define leaders as visionaries who pull others toward new horizons, but Khan suggests something more modest and perhaps more honest: the leader is simply the one brave enough to say aloud what the room already knows but fears to articulate. Consider a board meeting where everyone suspects a strategy is failing, yet everyone sits silent until one person finally speaks the truth—that moment of candor often shifts the entire conversation and permits others to stop pretending. It's a reminder that courage sometimes means less about charting new territory and more about ending the collective silence that keeps things broken.