Loyal to Ferocity: Why Being 'Loyal to a Fault' is a Leadership Fallacy

There’s a common saying that people can be "loyal to a fault," but I think that’s a cop-out—a way to frame loyalty as a weakness. The reality is that when you find the right people—the ones who’ve earned their place in your circle—loyalty isn’t just a passive trait. It’s a fierce, active choice. I call it being loyal to ferocity.

Becoming one of "my people" doesn’t happen overnight. It takes trust, honesty, and a whole lot of grit to get past my barriers. But once you’re in, you’re all the way in. And I don’t just mean I’m loyal to you when things are going well. I mean I’m all in, even when the heat is on. But let’s be clear: loyalty can’t come at the expense of progress. It’s not about blindly sticking with people but about fostering a team culture where loyalty drives performance, not stagnation.

As a leader, I see it as my job to protect my team from outside influence—whether that’s bad actors, toxic environments, or anything that could disrupt their ability to thrive. And sometimes, that comes at my own expense. The “mama bear” instinct kicks in, and I’ll do whatever it takes to shield my people from harm. I’m not afraid to take a hit if it means my team stays focused and protected. But being fiercely loyal doesn’t mean becoming a martyr. Effective leaders model resilience and self-care so their teams know how to do the same.

Simon Sinek’s Leaders Eat Last captures this perfectly: true leaders protect those they lead, even if it requires personal sacrifice. But it’s not about shielding them from accountability or hard truths; it’s about creating a free and innovative space where they can focus on what matters. The outside world can be chaotic, but my people need to know that within our circle, they have someone willing to take a punch so they don’t have to.

The Fallacy of "Loyal to a Fault"

The idea that loyalty is something to be cautious of feels like it’s rooted in fear—fear of being taken advantage of, fear of wasting time, fear of putting yourself out there for the wrong person. And sure, I’ve been burned by bad bets on people before. But here’s the thing: loyalty, when applied wisely, isn’t a fault. It’s a superpower. It’s the fuel that keeps good teams going and great teams winning.

A leader’s job is to find those people who are smarter, better, and braver than they are. Once you’ve found them, the only real play is to go all in. But finding the right people requires not just intuition but also clear metrics, feedback loops, and the courage to make changes when necessary. Loyalty is earned through consistent performance and shared values. Anything less doesn’t serve the team.

Why "Loyal to Ferocity" Works

When people know you’re genuinely in their corner, they’ll do the impossible. Teams don’t thrive on just perks, titles, or fancy incentives. They thrive when they feel seen and valued, not just for what they do, but for who they are. Ferocious loyalty isn’t about overlooking flaws or blind allegiance—it’s about having your people’s back so they can focus on doing their best work, even when it’s tough. This isn’t about clinging to loyalty for loyalty’s sake. Ferocious loyalty means having honest conversations, making tough calls, and holding people accountable—while still having their back.

Here’s what this kind of loyalty looks like:

• Unwavering Support: You don’t throw someone under the bus when things go wrong. Instead, you tackle the problem together.
• Growth-Focused Feedback: It’s not about being soft or permissive. It’s about giving honest feedback that helps your people grow.
• Winning as One: When they win, you celebrate like it’s your own victory because, in a way, it is. You win as a team.

Loyalty Isn't a Weakness, It's a Superpower

The fallacy of “loyal to a fault” suggests that loyalty can hold you back. But when you're building something that matters, loyalty isn’t just a value—it’s a necessity. It’s what makes you go the extra mile, push harder, and endure setbacks. It’s what makes a good team great and keeps the right people around you for the long haul.

While loyalty to the team is crucial, leaders also have a responsibility to balance this loyalty with broader organizational goals. Sometimes, tough decisions will need to be made, but with the right people, even these moments become opportunities for growth rather than setbacks.

So, let’s drop the idea that loyalty has a limit. Let’s embrace the kind of loyalty that’s fierce, unapologetic, and driven by the belief that the right team can achieve anything. Because when you’ve got the right people, loyalty to ferocity is the only way to go.