Starting with a discussion on narcissistic temptation and hubris, working in an echo chamber, the unwillingness to listen, and resistance to change—often from a lack of emotional intelligence and fear of the unknown—it is suggested that a leader’s ultimate responsibility is to be vigilant to the warning signs of narcissistic thinking and to embrace humility. When employing organizational interventions, executive consultants therefore should pay attention to existing power dynamics, and need to help executives pay attention to the psychological forces that affect them most, encouraging them to be open to new experiences and helping them find ways to reinvent themselves. As successful leadership tends to be a team sport, this involves leaders becoming attuned to the needs of others and gaining the ability to function effectively in teams, as well as understanding how those teams are built. Fundamentally, executives need to realize that a realistic change process starts with a willingness to change themselves: leadership should be viewed as “an inside job.” With this in mind, in conclusion it is proposed that effective executives master the seven Cs of managerial behavior: care deeply, handle complexity, think critically, have courage, be self-confident, be highly compassionate, and become great communicators.