The true art of leadership lies not in chasing after happiness, but in recognising when it has already found us. Basically, you first run after success, then you run after luck – but you usually miss out on luck on the way to success.”
I recently read this quote in “Die Zeit,” and it made me think. It struck me as more than an observation about ambition. It’s a mirror held up to leadership itself.
CEOs and executives are trained to chase success.
Strategy decks, KPIs, and investor briefings are all designed to measure achievement. Growth, market share, innovation pipelines, shareholder returns – these are the visible trophies of progress. Yet, somewhere along this race, something quieter and more essential often slips away: the awareness of luck, joy, and gratitude that gives success its real depth.
The irony is that leaders often create luck for others.
They open markets, build engaged teams, and shape opportunities that ripple far beyond themselves. But in the process, they can lose touch with their own experience of luck – the awareness that not everything is earned, that timing, trust, and circumstance often play as significant a role as effort or skill.
This is not about being passive or superstitious. It’s about humility and perspective. Recognizing the role of luck is not weakness; it’s leadership maturity. Behind every business milestone lies a chain of coincidences, generous mentors, supportive partners, and, often, simple good timing. To see this clearly – and to express gratitude for it – is to stay human in a role that can easily become mechanical.
The happiness of your life depends on the nature of your thoughts. (Marcus Aurelius)
This timeless insight captures how closely our inner state is linked to our outer well-being. Modern neuroscience supports this ancient wisdom. Research on neuroplasticity – the brain’s ability to adapt to new experiences and thoughts – shows that we can literally rewire our minds to cultivate happiness and resilience. A study by the University of California found that our happiness is roughly 50 percent shaped by genetic factors, 10 percent by external circumstances, and a remarkable 40 percent by our daily actions and habits.
This means that nearly half of our well-being depends not on luck in the conventional sense, but on how we think about luck – on the conscious choices we make every day to notice, appreciate, and build upon it. For CEOs, this awareness becomes crucial, especially in challenging times. When markets are volatile or crises loom, the ability to maintain perspective – to recognize that even amidst uncertainty, some things go right – becomes a defining leadership strength.
Recent research underscores this connection. A study by emlyon business school found that around 60 percent of managers believe luck has played a significant role in shaping their careers. Many described this luck as a chance event – something unexpected that dramatically influenced their trajectory, whether positive or negative. Yet, up to 40 percent of leaders don’t realize the extent to which luck has shaped their paths.
The role of gratitude in relation to happiness and success:
This gap in awareness matters. Leaders who acknowledge luck tend to show greater empathy, gratitude, and openness to new opportunities – qualities that, in turn, make them more effective. Acknowledging luck doesn’t diminish personal achievement; it reframes it. It reminds leaders that while skill, vision, and hard work are vital, success also depends on timing, context, and the contributions of others.
For CEOs, this realization can be both grounding and liberating. Grounding – because it tempers ego with perspective. Liberating – because it reminds us that we don’t control everything, and that’s okay. In complex systems and unpredictable markets, the best leaders learn to dance with uncertainty rather than fight it. They prepare meticulously but stay open to serendipity. They don’t just chase outcomes; they nurture conditions where good things are more likely to happen – for themselves, for their teams, and for their organizations.
Practicing gratitude anchors a CEO’s mindset in awareness rather than control. A grateful leader listens differently. They run meetings not as rituals of oversight but as forums for learning. They see people not as roles but as partners whose perspectives strengthen the organization. They celebrate not only outcomes but also the effort, resilience, and small wins that make those outcomes possible.
Strategically, this mindset has a measurable impact. Gratitude—and the awareness of luck that often accompanies it—builds trust and psychological safety. When people feel seen and valued, they take ownership, think creatively, and collaborate more deeply. When success is treated as entirely self-made, organizations drift toward arrogance, blame, and short-termism—the enemies of sustainable growth.
Recognizing the role of luck, timing, and others’ contributions fosters a humble, systems-aware perspective that enhances decision quality:
- Sharper risk judgment: Leaders who acknowledge luck avoid the illusion of control. They assess uncertainty more accurately and make more balanced strategic bets.
- Less overconfidence: Gratitude tempers hubris—a frequent downfall of top executives—keeping choices anchored in evidence, not ego.
- Greater openness: Grateful leaders welcome feedback and divergent views, driving innovation and adaptability.
Research in behavioral psychology supports this: gratitude expands cognitive flexibility and reduces defensive reasoning—two hallmarks of strategic intelligence.
Significantly, gratitude for luck differs from gratitude for effort. It recognizes interdependence and chance, softening the ego while deepening empathy and moral awareness. Leaders who understand that success is never entirely self-made cultivate a sense of responsibility—to their people, their communities, and the future. This humility doesn’t weaken authority; it strengthens it, turning leadership from a posture of control into a practice of stewardship.
Some of the most inspiring CEOs I’ve met share a similar rhythm. They pursue success relentlessly, but they pause long enough to notice their luck. They make space for reflection – a morning walk, a quiet notebook, a moment of acknowledgment in front of the team. They take time to say, “We did our best, but we were also lucky–lucky to have this team, this timing, this chance.” That awareness creates not complacency, but connection. It humanizes leadership.
Perhaps the Die Zeit quote points to a more profound truth: luck and success are not competing forces but stages of understanding. You chase success to prove yourself; you rediscover luck to sustain yourself. The first builds your career; the second builds your wisdom.
In the end, leadership is not only about reaching the summit of success – it’s about having the clarity of mind and humility of heart to notice the sunshine on the way up because the true art of leadership lies not in running after luck, but in recognizing when it has already found you.