Leadership Ego: Lessons from the Alamo

When people talk about leadership, they often highlight confidence, decisiveness, and resilience. But there’s another trait that quietly creeps in—one that destroys teams, blinds decision-makers, and derails even the strongest missions. That trait is ego. And if history teaches us anything, it’s that ego can be far more dangerous than we think.

Military history is filled with brilliant victories and devastating failures, many of which had nothing to do with skill, resources, or strategy—but everything to do with leadership ego. One of the clearest examples comes from the fall of the Alamo.

The Alamo didn’t fall simply because the defenders were outnumbered. It didn’t fall because of poor training or lack of courage. It fell, in large part, because leadership ego clouded judgment. Leaders made decisions based on pride instead of practicality. They underestimated the opposition, overestimated their own position, and ignored the warning signs around them. These choices didn’t just impact the mission—they cost lives.

That’s the truth about ego: it blinds leaders right when they need clarity the most.

In leadership roles today, the “battlefield” may look different—boardrooms, classrooms, small businesses, or volunteer organizations—but the consequences of ego are strikingly similar. Ego creates blind spots. It silences honest feedback. It pushes leaders to take unnecessary risks for the sake of appearance. And it convinces them that asking for help is a sign of weakness, when in reality it’s a sign of wisdom.

The most dangerous thing about ego is that it never announces itself. It doesn’t enter the room loudly. It shows up subtly:

• When you ignore someone’s idea because it wasn’t yours.
• When you defend a bad decision because changing course feels embarrassing.
• When you push forward with a plan simply to prove a point.
• When you stop listening because you think you already know the answer.

And just like at the Alamo, ego leads leaders to stand their ground in situations where retreat, redesign, or collaboration would serve far better.

Here’s the good news: ego is manageable. Great leaders aren’t ego-free—they’re ego-aware. They recognize when pride starts steering the wheel and quickly course-correct.

Three ways to keep ego in check:

1. Invite Truth-Tellers.
   Surround yourself with people who will tell you the truth, not what you want to hear. Give them permission to challenge your thinking.
2. Pause Before You React.
   If you feel defensive, ask yourself, “Is this about the mission or about my pride?” That one question can shift your entire approach.
3. Remember the Mission Comes First.
   At the Alamo, ego became more important than strategy. In leadership today, remind yourself daily: It’s not about me. It’s about the mission, the people, and the outcome.

Every leader has moments when ego tries to take command. The ones who succeed long-term are those who recognize it quickly and refuse to let it take control.

So the next time you step into a meeting, walk onto a stage, or lead your team into a new challenge, take a moment and do what the leaders at the Alamo didn’t:

Check your ego at the door.