Learning Leadership

Learning Leadership Plot Summary

Introduction

Everyone has leadership potential, yet so many of us doubt our capacity to lead effectively. Perhaps you've caught yourself thinking, "I'm not a natural-born leader" or "Leadership is for others, not me." These limiting beliefs are precisely what prevent extraordinary growth from happening in our lives and organizations. The world desperately needs more authentic, purposeful leaders at every level—not just in corner offices, but in classrooms, communities, and families. Leadership isn't a mystical quality bestowed upon a select few. Rather, it's a learnable set of practices that can be cultivated through deliberate effort and perseverance. The journey to becoming an exemplary leader begins with a fundamental shift in mindset—recognizing that the capacity for leadership already exists within you. What separates those who make extraordinary things happen from those who merely dream is their willingness to embrace five essential fundamentals that unlock their leadership potential. These fundamentals aren't complicated, but they do require courage, commitment, and a genuine desire to grow beyond your current limitations.

Chapter 1: Believe in Your Leadership Potential

At the very core of leadership development lies a profound truth: you must believe you can lead before you can effectively do so. This belief isn't arrogance or unfounded confidence—it's an authentic acknowledgment that leadership potential resides within you, waiting to be developed. The most persistent barrier to leadership isn't lack of skill or opportunity, but the limiting beliefs we hold about ourselves. Consider Jane Blake, a state government administrator with two bachelor's degrees who had worked in government for about 20 years. Despite her education and experience, Jane never saw herself as more than "a mother, grandmother, and coal miner's daughter." When enrolled in a master's program in leadership, she felt intimidated by classmates who were military leaders and government managers. However, through her studies, Jane had a revelation: "Maybe someone like me does have the possibility of being a leader." This simple shift in perspective opened up an entirely new world of possibilities for her. For two decades, Jane had created a narrative about her life based on being a mother, grandmother, and coal miner's daughter. This narrative helped her make sense of her experiences but also created invisible barriers to her growth. These limiting beliefs functioned as mental fences, constraining her potential until she recognized them for what they were—self-imposed limitations rather than external realities. Dan Wong, a product manager at a computer software company, experienced a similar realization. He observed that "the very first step to become a better leader is to acknowledge that I can improve my leadership skills and remind myself that I can make a difference. All I need is a positive mindset to look for opportunities and a willingness to take initiative." Like Jane, Dan understood that believing in your capabilities is essential to taking that first step. The journey toward leadership begins with self-belief. Every morning as you prepare for your day, affirm to yourself: "Who I am, what I do, and how I do it make a difference." Then ask yourself, "Today, what will I do that matters?" This daily practice reinforces your belief in your leadership capacity and focuses your attention on meaningful action. Remember what Adlai Stevenson, former governor of Illinois, humorously noted: "It's hard to lead a cavalry charge if you think you look funny on a horse." To strengthen your leadership potential, start by examining the stories you tell yourself. Identify any limiting beliefs that might be holding you back, then consciously replace them with empowering alternatives. Surround yourself with people who believe in your capabilities, and study examples of leaders who overcame significant barriers. Most importantly, take action even when you doubt yourself—for action itself builds confidence and reinforces your belief in your leadership abilities.

Chapter 2: Aspire to Excel Through Clear Values

Leadership excellence begins with clarity about what truly matters to you. The best leaders aren't merely skilled technicians; they are individuals with unwavering commitment to a clear set of values. These core beliefs serve as an internal compass, guiding decisions and actions even in the most challenging circumstances. Without this clarity, would-be leaders drift, making inconsistent choices that erode trust and diminish their impact. Becky Schaar, a technical program manager at Google, discovered through reflection that people won't follow someone who lacks strong beliefs. Similarly, Olivia Lai, an associate product strategist at Moody's Analytics in Hong Kong, realized that "becoming a leader is a process of internal self-discovery. In order for me to become a leader and become an even better leader, it's important that I first define my values and principles. If I don't know what my own values are and determine expectations for myself, how can I set expectations for others?" Michael Gibler's experience reinforces this principle. When promoted to assistant manager at Seattle's Ultrazone, he quickly grasped that to earn respect, he needed to "be clear about my values." Nevzat Mert Topcu, who launched a Turkish magazine about computer games, put it succinctly: "You have to be honest with yourself in order to be honest with others." Research provides compelling evidence for the importance of values-based leadership. In one comprehensive study involving 10,000 U.S. Army leaders from West Point through their careers as officers, researchers examined what motivated individuals to enroll in the Academy. They discovered that "those with internal, intrinsic motives performed better than those with external, instrumental rationales for their service." More surprising was that "those with both internal and external rationales proved to be worse investments as leaders than those with fewer, but predominately internal, motivations." In other words, cadets who joined the military because they valued becoming outstanding officers were more successful than those who joined for better career prospects after leaving. To develop your leadership capacity, take time to identify your core values. Ask yourself what principles you would want your team to uphold if you were absent for six months. Consider what matters most to you about how people treat each other, work together, and handle conflicts. Write down these values and reflect on how they might guide your leadership decisions. Regularly revisit these principles, especially when facing difficult choices or ethical dilemmas. Remember that values-based leadership isn't merely about personal preference—it creates measurable benefits for organizations. People who work with leaders who clearly articulate their values report higher levels of team spirit, pride in the organization, and commitment to organizational success. They're also 66 percent more likely to trust management than those working with leaders who aren't clear about their leadership philosophy. By articulating and living your values, you create an environment where people can thrive and align their efforts toward shared goals.

Chapter 3: Challenge Yourself Beyond Comfort Zones

True leadership growth happens at the edges of your comfort zone, where uncertainty reigns and failure becomes a distinct possibility. The most effective leaders deliberately seek out challenges that stretch their capabilities, understanding that comfort and complacency are the enemies of excellence. Without challenge, your leadership skills remain dormant, never reaching their full potential. Kaily Adair, an honors business student at the University of Alabama, captured this truth perfectly when she observed, "My absolute favorite thing about human beings is that we're never satisfied with our condition—in the sense that we are constantly questioning, exploring, and innovating in order to better our situation as a whole." This hunger for growth and improvement characterizes the mindset of extraordinary leaders. As IBM's Chair, President, and CEO Ginni Rometty advised at the 2015 Fortune Most Powerful Women Summit: "Think of when did you ever learn the most in your life? What experience? I guarantee you'll tell me it was a time you felt at risk." Katherine Winkel, senior product manager at CTI BioPharma, gained a powerful insight when reflecting on her colleagues' personal-best leadership experiences. She noticed that "in each story the person described having to overcome uncertainty and fear in order to achieve his or her best." Rather than seeing uncertainty and fear as obstacles, these leaders recognized them as catalysts for extraordinary performance. As Katherine put it, "Typically, you would think people would describe uncertainty and fear as negative or even demotivating factors in leadership, but here it seems they are almost prerequisites for success!" The relationship between challenge and growth isn't merely anecdotal—it's supported by extensive research. Mihaly Csikszentmihalyi, distinguished professor of psychology and founder of the Quality of Life Research Center at Claremont Graduate University, found that "The best moments in our lives are not the passive, receptive, relaxing times... The best moments usually occur when a person's body or mind is stretched to its limits in a voluntary effort to accomplish something difficult and worthwhile." Without this stretching, we never discover our true capabilities. To apply this principle in your leadership journey, regularly seek out stretch assignments that push you beyond your current abilities. Volunteer for projects that require skills you haven't fully developed. Make deliberate choices to face challenges rather than avoid them. When you encounter obstacles, frame them as opportunities for growth rather than reasons to retreat. Remember that learning curves aren't straight lines—performance typically declines before it improves when learning something new. Set specific development goals that challenge your current capabilities without overwhelming you. Create small wins to build momentum, and celebrate progress rather than focusing solely on outcomes. Surround yourself with people who will support your growth while holding you accountable. Most importantly, develop the habit of reflection—after each challenge, ask yourself what you learned and how you might apply those lessons to future situations. With each challenge conquered, your confidence grows, preparing you for even greater leadership responsibilities.

Chapter 4: Engage Support Networks for Growth

No one becomes an exemplary leader in isolation. Behind every successful leader stands a network of mentors, coaches, colleagues, friends, and family members who provide guidance, feedback, and encouragement along the journey. The myth of the self-reliant leader who needs no help from others is just that—a myth. Learning to lead requires engaging the support of those who can help you grow. When professional athletes receive recognition—whether it's an MVP award or induction into a hall of fame—they invariably thank their coaches, teammates, and supporters. As Paul Bonhomme, the most successful pilot in the history of the Red Bull Air Race, said after winning his third World Championship: "It feels good to win the title, but it's all team work. I just fly the aeroplane, but I wouldn't be able to do that without the team I've got." Organizational leaders rarely make such public acknowledgments, yet they benefit just as much from the support of others. Benjamin Bloom, professor of education at the University of Chicago, and his colleagues investigated the development of talent in 120 elite performers—individuals who had won international competitions or awards in their fields, including concert pianists, Olympic swimmers, and research mathematicians. Their research "provided strong evidence that no matter what the initial characteristics (or gifts) of the individuals, unless there is a long and intensive process of encouragement, nurturance, education, and training, the individuals will not attain extreme levels of capability in these particular fields." Furthermore, they found that no one reached the top in any endeavor on their own—the active support of families and teachers was crucial at every step. This need for support is equally vital in leadership development. The Gallup organization's study of more than 27 million employees worldwide concluded that "the single most important thing you can do to help ensure your future success" is to find someone who has an interest in your development. This explains why every recent member of Fortune magazine's 40 Under 40 leaders reported relying on the counsel of a broad group of advisors, "whether investors, mentors, college professors, board members, or yes, Mom and Dad." To build your support network, start by identifying people who could assist you in different aspects of your leadership journey. Consider creating a personal board of directors—four to seven people whom you respect and trust and to whom you can turn for counsel on tough questions, guidance during transitions, and advice about personal development needs. Choose individuals who represent diverse skills, experiences, and perspectives, and who can serve as role models for capabilities you'd like to develop. Don't hesitate to ask for help when needed. Research shows that people dramatically underestimate others' willingness to assist—across various requests, people underestimated by as much as 50 percent the likelihood that someone would agree to help when asked. Most people are genuinely happy to share their knowledge and experience, feeling complimented that you recognize their expertise. Contrary to common fears, asking for advice on challenging tasks doesn't diminish others' perception of your competence—it actually enhances it.

Chapter 5: Practice Leadership Skills Deliberately

Mastering leadership requires more than occasional seminars or reading the latest bestseller—it demands deliberate, consistent practice. Just as elite athletes, musicians, and artists dedicate countless hours to perfecting their craft, exemplary leaders commit to regular, focused practice of specific leadership behaviors. Without this disciplined approach, your leadership potential remains largely untapped. When tennis coach Glenn Michibata was asked how much time his players needed to practice daily, he responded: "I tell them they need to practice two hours every day if they want to stay the same, more if they want to get better." Similarly, renowned concert pianist Lang Lang, when asked about his practice routine, said: "I practiced 8 hours a day for the first 15 years." And now? "Three hours," he said, "each and every day." This commitment to deliberate practice separates the truly exceptional from the merely good in any field, including leadership. Deliberate practice isn't just any activity—it's specifically designed to improve performance. Researchers studying top performers across diverse domains such as surgery, chess, music, and computer programming have found that "not all practice makes perfect. You need a particular kind of practice—deliberate practice—to develop expertise." This involves setting purposeful stretch goals, using effective learning methods, obtaining immediate feedback, concentrating intensely during practice, and working through difficulties rather than avoiding them. Nick Martin and Georgia DiMatteo exemplify how deliberate practice can be incorporated into leadership development. While participating in a leadership program at the University of Delaware, they realized they could help each other improve in areas where they struggled. Nick was comfortable with challenging the process but struggled with encouraging others, while Georgia excelled at encouragement but found challenging difficult. They became accountability partners, setting specific goals for improvement, consulting with each other about strategies, and providing feedback after leadership opportunities. Georgia noted, "We also like to tweak the learning as we go; we try to push each other even if it's just a little bit further." To implement deliberate practice in your leadership development, start by identifying specific skills you want to improve. Break these skills into essential components and focus on one or two elements at a time. For example, if you want to enhance your presentation skills, you might focus initially on making better eye contact during meetings. Set clear improvement goals, design or select methods for improvement, and create regular opportunities for practice during your normal work activities. Arrange for feedback after each practice session, either from colleagues, a coach, or through self-assessment methods like video recording. Pay close attention to what you're doing during practice—stay focused and avoid autopilot. Be willing to feel awkward as you develop new skills; discomfort is a natural part of the learning process. Most importantly, don't ignore areas of weakness. While playing to your strengths is important, true mastery requires addressing limitations that might hold you back from exemplary leadership.

Chapter 6: Build Daily Learning Habits

Extraordinary leadership development doesn't happen through occasional bursts of enthusiasm or sporadic workshops—it emerges from consistent daily habits that prioritize learning and growth. Just as physical fitness requires regular exercise, leadership fitness demands daily attention to developing your capabilities. The most exemplary leaders make learning an integral part of their daily routines. Harry Kraemer, former chairman and CEO of Baxter International and now a clinical professor at Northwestern University's Kellogg School of Management, exemplifies this commitment to daily learning. For over 35 years—more than 12,500 days—he has spent 15 to 30 minutes at the end of each day reflecting on "the day that is coming to a close, the impact I have made, and the impact that others have made on me." He asks himself what he said he'd do, what he actually did, what went well, what didn't, and what he learned that will impact how he lives going forward. This reflection isn't something he does occasionally—it's a daily habit that has shaped his leadership excellence. Lewis Howes, former pro athlete and host of The School of Greatness, emphasizes that "Greatness is not the exclusive domain of the talented. Greatness is the result of visionaries who persevere, focus, believe, and prepare. It is a habit, not a birthright." The specific habits matter less than the commitment to practice them daily. Among Lewis's daily habits are "Wake up early and say thank you for being alive another day," "Make my bed!" "Work with a coach and mentors," and "Constantly learn new information and skills." While these may seem simple, their power lies in consistent application. Habit formation follows a three-step loop, according to New York Times reporter Charles Duhigg in The Power of Habit. "First, there is a cue, a trigger that tells your brain to go into automatic mode and which habit to use. Then there is a routine, which can be physical or mental or emotional. Finally, there is a reward, which helps your brain figure out if this particular reward is worth remembering for the future." By understanding and applying this pattern, you can develop powerful habits that support your leadership growth. Executive coach Marshall Goldsmith recommends using daily active questions to reinforce leadership habits. These questions start with "Did I do my best to..." followed by specific actions you intend to take. For example: "Did I do my best to remain positive about my abilities today?" or "Did I do my best to practice a new leadership skill today?" In a controlled study, participants who answered active questions showed twice the improvement compared to those answering passive questions about their current state. This simple daily practice creates accountability and focuses attention on behaviors within your control. To establish your own leadership learning habits, identify a consistent time each day for reflection or practice—perhaps the first 15 minutes of your morning, a portion of your lunch break, or the last half hour before bed. Create a specific routine that includes reviewing leadership goals, practicing skills, or reflecting on experiences. Determine what reward will reinforce this habit, whether it's the satisfaction of tracking progress, sharing insights with a colleague, or simply enjoying the growth you observe in yourself. Consider finding an accountability partner who will check in with you daily about your leadership development goals. Set up reminders in your calendar or smartphone to prompt your daily practice. Track your progress in a leadership journal, noting insights, challenges, and breakthroughs. Remember that consistency matters more than duration—five minutes of focused reflection daily will yield greater results than an hour of contemplation once a month. With time, these daily learning habits will become as automatic as checking your email, transforming your leadership capacity through the power of small, consistent actions.

Summary

Leadership excellence isn't reserved for a select few born with special talents—it's available to anyone willing to embrace the five fundamentals that unlock extraordinary growth. By believing in your leadership potential, clarifying your values, challenging yourself beyond comfort zones, engaging support networks, and practicing deliberately through daily habits, you can develop the capacity to lead with authenticity and impact. As mountaineer Jim Whittaker, the first American to summit Mt. Everest, wisely observed: "It has nothing to do with thrill-seeking. It's about making the most of every moment, about stretching your own boundaries, about being willing to learn constantly, and putting yourself in situations where learning is possible." Your leadership journey begins with a single step—a decision to see yourself as capable of growth and influence. Start today by selecting one fundamental area where you feel the greatest need for development. Perhaps it's strengthening your belief in your capabilities, gaining clarity about your values, seeking out a challenging assignment, connecting with a potential mentor, or establishing a daily reflection practice. Take one concrete action toward this goal in the next 24 hours. Remember that leadership development is not about dramatic transformations but about consistent progress through small, meaningful steps. The world needs your unique leadership voice—now is the time to unleash the leader within.

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James M. Kouzes

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