So if I'm not mistaken the original question was "can you grow a leader?" Nature vs. nurture yada yada yada. Although I'm still spinning from the thread, it sounds like you are all saying pretty much the same thing, both talent and skill are essential to being effective, and being effective at moving (yourself or your team) towards the goal is part of the definition. The additional qualifications that have been attached to being a leader are interesting: long-term results, vision, goal congruence, etc. I'm not even going to venture into that mine field ... but let's assume that we've got a VERY BASIC agreement of "leader". I'm struck by Tom's statement:
Everyone talks about leaders--I will tell you beyond a doubt that the most important skill and the one most wanting in corporate America--is the ability to manage leaders.
Okay, two questions: 1) What is THE single biggest grievance about the way corporate america manages leaders today and 2) did you intentionally say "manage" leaders vs. "leading" leaders. And should there be a difference here?
Digressive Q: Can't a leader still be a leader even if they are not actively "leading at that moment"? Can't I be described as a caring person even though sometimes my actions are uncaring?
And I'm curious to hear if anyone has any coaching for Aly about growing her company and questioning her own leadership position. IMO, if most are honest, the leadership role is NOT a comfortable one, but part of growing the skill set is sucking it up and being willing to take risks (sometimes very publicly). The fact that you have the guts to stand up and take a position, any position, already puts you ahead. And for whatever it's worth, people tend to FOLLOW someone that they PERCEIVE knows what they're doing. The "leadership purists" are probably gagging, but who cares, you've got a role to play. Whenever you feel insecure (and EVERYBODY DOES!), fake it and get through it. Pretty soon, you won't be faking it anymore.
But that's just my two cents.