What makes this observation bracing is its insistence that leadership isn't about managing people well or communicating clearly—it's about *seeing what others don't yet see*. Jobs is arguing that followers can be competent, even excellent, but they remain bound by the existing map of what's possible. A leader rewrites that map entirely. When he introduced the iPhone, competitors had the same engineers, same materials, same market data—what separated Apple was the refusal to accept the smartphone as a text-and-call device with a stylus. The real sting in his words comes from suggesting that you cannot *become* a leader through effort alone; you must practice the specific courage of imagining beyond the consensus.