Go In With the Attitude of Building a Legacy, Not Turning a Quick Profit

In the fast-paced world of business, where quarterly earnings and investor returns often dominate the conversation and business goals, it’s easy to fall into the trap of chasing short-term gains. But the most enduring companies — the ones that shape industries, inspire loyalty, and leave a lasting impact — are built by leaders who prioritize legacy over immediate profit. This philosophy, deeply embedded in the leadership style of visionaries like Steve Jobs and practiced at companies like Micrel Semiconductor, which I founded in 1978 and ran as CEO for 37 years, is the cornerstone of Essential Leadership.

Passion Over Profit

Steve Jobs didn’t return to Apple in the late 1980s because it was a safe bet. Apple was teetering on the edge of bankruptcy. But Jobs had a vision — a passionate belief in what Apple could become. That passion was infectious. It drew in Tim Cook, then a rising executive at Compaq, who left a stable position to join a company in crisis. Why? Because he saw something more than a paycheck. He saw a legacy in the making.

This kind of passion is not about ego or self-promotion. It’s about believing so deeply in a mission that others can’t help but be drawn to it. It’s about building something that matters — not just for today, but for decades to come.

The Essential Leader’s Mindset

At the heart of legacy-building is the Essential Leader, which is also the title of my latest book. This leader doesn’t just manage — they inspire. They don’t just direct — they mentor. And most importantly, they don’t just chase profits — they cultivate purpose.

The Essential Leader understands that passion is the lifeblood of a successful company. It starts at the top and flows through every level of the organization. At Micrel, weekly leadership presentations weren’t just about sharing updates — they were about reinforcing culture, encouraging growth, and keeping the flame of passion alive. Critiques were constructive, uplifting, and designed to motivate — not tear down. This approach created a culture where employees felt valued, engaged, and committed to the company’s long-term success.

Hiring for Legacy, Not Convenience

Building a legacy means hiring people who share your vision. It’s tempting to choose candidates based on resumes alone — degrees, experience, accolades. But the Essential Leader looks deeper. They seek out individuals with genuine passion, those who are excited to contribute, learn, and grow.

A candidate who says they “just need a job” might be perfectly competent. But without that spark — without the drive to be part of something bigger — they may never fully integrate into the company culture. On the other hand, a passionate employee becomes part of the story. They chase learning opportunities, embrace challenges, and help shape the company’s future.

Legacy-minded leaders know that passion can’t be taught. You can’t train someone to care. But you can recognize it when you see it — and when you do, you invest in it.

Presentation, Not Performance

In business, how you present yourself matters. But there’s a difference between genuine enthusiasm and performative passion. Seasoned investors, customers, and employees can spot the difference. A leader who focuses too much on themselves — who sells their image rather than their product—risks coming off as phony.

True passion is product-forward. It’s about the mission, the team, the customer. It’s about showing love for what you do and why you do it. When that passion is sincere, it builds trust. It creates relationships. And it lays the foundation for a legacy.

Passion With Purpose

Passion alone isn’t enough. It must be coupled with wisdom, kindness, and a willingness to change. The Essential Leader knows that leadership isn’t about being the loudest voice in the room — it’s about being the most consistent, the most genuine, and the most committed.

At Micrel, leadership was about mentoring, not micromanaging. Presentations were critiqued with care, not criticism. Change was embraced as growth, not failure. This approach fostered a culture of continuous improvement, where employees felt safe to evolve and innovate.

Building a lasting legacy requires this kind of environment. It demands leaders who are willing to invest time, energy, and emotion into their teams. It’s not about quick wins — it’s about lasting impact.

Investing in People

One of the most powerful indicators of a legacy-minded company is its boomerang rate — the percentage of employees who leave and then return. At Micrel, that rate was consistently high. Why? Because employees felt connected. They felt part of something meaningful. Even when they left, they often came back, drawn by the culture, the mission, and the leadership.

Retention rates were also strong, with 85% to 93% of employees staying long-term. In an industry known for high turnover, this was a testament to the company’s values. It wasn’t just a place to work — it was a place to belong.

Legacy-minded leaders understand that people are the foundation of success. They invest in their teams, nurture talent, and create environments where passion can thrive.

Legacy Is Playing the Long Game

Building a legacy means playing the long game. It means making decisions that may not yield immediate returns but will pay off in the future. It means prioritizing integrity, dignity, and respect over shortcuts and gimmicks.

Steve Jobs didn’t rebuild Apple overnight. It took years of vision, persistence, and unwavering belief. But the result was a company that, by 2023, surpassed a $3 trillion market cap. That kind of success doesn’t come from chasing profits — it comes from building a legacy.

Loving Passion

At its core, legacy-building is about love. Love for the product, the company, the team. It’s about caring so deeply that the work doesn’t feel like work — it feels like fulfillment. It’s about sticking with the task until the task sticks with you.

This kind of passion is contagious. It spreads through teams, inspires innovation, and drives success. It’s not loud or flashy — it’s steady, sincere, and strong, taking the road least traveled as it were.

Final Thoughts

If you’re starting a business, leading a team, or launching a product, ask yourself: Are you in it for the quick win, or are you building something that lasts? The difference is everything.

Go in with the attitude of building a legacy. Let passion guide you. Invest in people. Embrace change. Lead with kindness. And never forget — success is not a solo journey. It takes a team, a vision, and a commitment to something greater than profit.

A lasting legacy is not built in a day. But with the right mindset, it can last a lifetime.

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Raymond D. “Ray” Zinn is an inventor, entrepreneur, investor, angel, bestselling author and the longest serving CEO of a publicly traded company in Silicon Valley. He is also the founder of a nationally launched ZinnStarter program at colleges around the country, providing the financial and mentoring support for students to launch new products and companies. In 2015, Ray published his first book, Tough Things First, with McGraw Hill. Zinn is known for conceptualizing and in effect inventing the Wafer Stepper, and for co-founding semiconductor company Micrel (acquired by Microchip in 2015), which provides essential components for smartphones, consumer electronics and enterprise networks. He served as Chief Executive Officer, Chairman of its Board of Directors and President since the Company’s inception in 1978. Zinn led Micrel profitably through eight major downturns in global chip markets. While many chip companies weren’t able to make it through one downturn and very few have survived through all the major downturns, Micrel has been profitable from its very first year, aside from one year during the dot-com implosion. Zinn holds over 20 patents for semiconductor design. He has been mentioned in several books, including Jim Fixx’s The Complete Book of Running and Essentialism by Greg McKeown.