Believe: What Ted Lasso Gets Right About Leading When Work Is Heavy

By Al Pilong with Ed Ness

Leadership today feels heavier than it used to.

In healthcare especially, the margin for error is thin. Regulatory pressure is constant. The workforce is tired. Public scrutiny is unforgiving. Leaders are expected to deliver results while holding culture together for people who are already stretched thin.

It’s not an environment that seems to reward softness.

Which is why one of the most useful leadership case studies we’ve encountered lately comes from an unlikely place: a fictional TV coach with a mustache and an almost stubborn commitment to optimism.

At first glance, Ted Lasso doesn’t look like a model for serious executive leadership. But beneath the humor is an approach that works in complex organizations—one rooted in curiosity, consistency, and quiet confidence in people.

Here are four leadership lessons from Ted Lasso that translate powerfully to real workplaces, especially when things feel hard.

1. Lead with Curiosity, Not Assumptions

One of Ted Lasso’s defining traits is curiosity. When he faces skepticism or resistance, he asks questions instead of defending himself.

In an early moment, a cynical reporter challenges Ted’s qualifications. Ted doesn’t argue or posture. He simply asks why the reporter doubts the team. That question shifts the relationship from confrontation to conversation.

Most leaders don’t lack intelligence or experience. What we often lose—especially under pressure—is curiosity.

In large organizations, those closest to the work usually understand the real constraints and opportunities better than anyone at the top. When leaders assume they already have the answer, they unintentionally silence the insight they need most.

Curiosity slows judgment, lowers defensiveness, and creates psychological safety. Research consistently shows that teams perform better when people feel safe asking questions, challenging assumptions, and admitting uncertainty—especially in high-stakes environments.

A simple shift from “I need to be right” to “I want to understand” can change the tone of an entire organization.

2. Be Authentic, Not Performative

Ted never tries to be someone he’s not. He doesn’t adopt a tougher persona when things get serious. He shows up kind, honest, and grounded—even when the situation doesn’t reward it immediately.

That consistency builds trust.

Throughout my career, as I moved into larger leadership roles, I struggled to feel comfortable being my authentic self. I believed my title required me to perform at a high level—and to have the answers.

That pressure fed a familiar imposter syndrome. I questioned whether I had the confidence the role demanded, or whether others would eventually discover I wasn’t as capable as I appeared.

Over time, I came to realize something freeing: it was okay not to have all the answers. More than that, it was better to lean into who I actually was—strengths and limitations included.

When I did, the environment changed. People felt safer contributing without fear of being judged. And I came to see that while I wasn’t perfect or all-knowing, I was qualified and competent to lead well.

Letting go of the need to perform leadership—and choosing instead to live it authentically—was an enormous relief.

People don’t need leaders who perform confidence. They need leaders who are credible, steady, and real.

3. Be Consistent When Pressure Is High

Leadership isn’t built during keynote speeches. It’s built in daily interactions and predictable responses—especially under stress.

Ted shows up the same way whether the team is winning or losing. That steadiness becomes culture.

In organizations, people notice what leaders consistently ask about. If quality, safety, or people development truly matter, they need to show up repeatedly—not just in strategic plans.

Consistency is calming. It allows people to focus on the work instead of reading the leader’s mood. Behavioral research shows that predictability in leadership reduces anxiety and improves focus during periods of uncertainty.

When leaders become unpredictable under pressure, teams shift energy away from performance and toward self-protection. Consistency builds trust. Trust enables results.

4. Develop People, Not Dependency

Ted doesn’t need to be the hero. He notices talent, invites contribution, and gives others real responsibility.

That’s leadership development.

Many leaders unintentionally create dependency by stepping in too quickly or reclaiming decisions when things get uncomfortable. The result is a team that waits instead of leads.

True empowerment means giving people clarity, authority, and support—and resisting the urge to take control back. Decades of engagement research link autonomy and decision-making authority with higher performance and stronger commitment.

Organizations grow stronger when leaders build capacity rather than centralize power.

What This Looks Like in Practice

You don’t need a television show—or a leadership overhaul—to apply these lessons.

This week:

• Ask one genuine question before offering an opinion.

• Publicly recognize one small win.

• Give one person a decision you’d normally keep.

Small moves compound into cultural shifts.

Why “Believe” Isn’t Naïve

Ted’s famous yellow “BELIEVE” sign isn’t motivational décor. It’s a leadership statement.

Belief isn’t hype. It’s clarity paired with conviction.

In high-pressure environments, people don’t need constant reassurance. They need leaders who can hold steady confidence when outcomes are uncertain—and signal that progress is still possible.

Leading with heart doesn’t mean lowering standards. Caring deeply doesn’t mean avoiding accountability. Being human doesn’t mean being weak.

In complex organizations, that combination isn’t naïve.

It’s necessary.