Activate Yourself to Crush Mediocrity


Things need to change! You’ve known this for some time now. Others on your team understand this as well, yet, for various reasons, no one is acting. You are officially mired in mediocrity.

Perhaps people feel that implementing a change will be too difficult, or too risky. Or, maybe, they feel they don’t have the skill to lead a successful change effort.

So, now the hard question…what are you going to do about it?

In previous articles on the VUCA Proof© Leader, we determined that leaders exist to extinguish the status quo, envision a superior outcome, and align actions towards producing new results. To be effective in our VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) world, leaders must overcome their learned tendency to display heroic leadership, and instead focus on being more passionatebold, and mindful. Then, once you’ve made the effort to get Aligned, it’s time to get to work by becoming Activated.

Activated Main Model

An Activated leader leverages their passion to boldly challenge a team (or organization) to change for the better. It’s their rare combination of energy and courage that ignites others and becomes a powerful force for transformation. Specifically, there are three activities that an activated leader takes to create the conditions for change to occur.

Activated LeadershipActivated leadership starts with planning for change within the context of your environment. Assess the key stakeholders. Who are your allies? Who is likely to be in opposition? What are the hidden assumptions, values, and mental models that are contributing to being for or against your change initiative? I use Kurt Lewin’s Force Field Analysis as my preferred tool to help frame these difficult-to-identify dynamisms.

puzzleNow, make no mistake, if it’s a big-enough change, this will be a struggle! Every system is perfectly designed to produce the results it gets. In any change, there will be winners and losers. Thus, you need to anticipate and prepare for resistance. In the military, we called this “prepping the battlefield.” We never wanted to engage in conflict on other’s terms. Instead, we did things like emplacing shaping obstacles, causing opposition forces to change direction to where we held the advantage. Translation…understand who has the most to lose with your proposed change, and try to predict their next steps. What can you do to mitigate opposition? Perhaps you need to have (meetings before the meeting) to ensure public support from your allies. Or, maybe you need prepare concessions that will make losses resulting from change more tolerable to others. “Wargame” how things could play out, and prepare accordingly.

Now, it’s time to act! An Activated leader will next engage in the activity of pot-stirring. Like a stew that’s become cold and stale, you need to get things moving and heat it up if it’s to become appetizing again. Thus, this is when you “say what needs to be said.” Speak from your heart and authentically articulate what change is needed. It may be uncomfortable, as people try to escape from, avoid, or delay the hard conversation. Hold strong to your beliefs and continue to mix it up. Ask questions of the group like, “What risks do you see in continuing along the same path?” Or, make a provocative interpretation like, “It amazes me that we all just bury our heads in the sand when we see these same mediocre results…is that because we don’t care anymore?” People may sigh at your “ridiculous” statement. Good. The idea is to get people talking when they prefer not to. Keep on stirring until, as Dr. Robert Marshek might explain, all topics, behaviors, attitudes, and feelings that are considered unacceptable or questionable for discussion “move from under the table, to on the table” for discussion[1].

9 Activities ActivatedWhile you may need to be a lightning rod for a moment to help generate healthy debate, I offer you never do it alone, and there will come a point where you should transition to the final Activated leadership activity, which is bridge-building. This is when you focus the group by creating unity of vision and direction. Rather than concentrating on the differences, pay attention to their commonalities and shared values. A year from now, what is a better outcome that we’d all value? What should we be doing to make this vision a reality? Who needs to be included to bring diverse perspectives on how we should get there? What are the small baby steps we can agree on that will enable clear progress? These are example questions that an activated leader might use to facilitate powerful discussion. The path forward does not need to come from you directly, in fact, it’s better if it emerges from the group. While the heroic leader “tells then sells” their vision, the VUCA Proof© leader consults, delegates, and builds consensus. This ensures the greatest amount of team buy-in, which is imperative to leading change in a VUCA environment.

Preparing, Pot-Stirring, and Bridge-Building are the activities that ensure we are practicing Activated Leadership. In my final VUCA Proof© Leadership article, I will address how we can stay Attuned to ensure change efforts progress as planned, which is essential to moving away from a heroic leadership style, and towards a more effective VUCA Proof© style.

Interested in training your team to adopt a more VUCA Proof© leadership style? You can download my white paper here and the VUCA Proof© 1-day Executive Workshop Brochure here.

[1] Marshak, R. J. (2006). Covert processes at work: managing the five hidden dimensions of organizational change. San Francisco, CA: Berrett-Koehler.



Expanding Your “Choice Gap”

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One of my goals in 2018 is to create a YouTube channel that provides quick, informative, and inspiring leadership lessons. Please enjoy this first episode of The Leader Growth Group Video Blog.

Accenture_Leading Self_Presentation_Draft

Video Description: Leaders understand reactivity causes them to lose influence. By acknowledging their inner dialogue and emotions, the best leaders create space for more mindful and effective actions.

Time Investment: Less than 4 minutes.

Click on the below link to start the video:


Example_15David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of TheLeader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Get a copy of his new book, “Growing Leaders: 20 Articles to Challenge, Inspire, and Amplify Your Leadership” by clicking here.

*All Rights Reserved. Reproduction, publication, and all other use of any and all of this content is prohibited without authorized consent of the author.

Setting the Stage for Your Leadership Success


It’s a new year, it’s a new you! For many of us, January is our customary transition time. A period of lofty aspirations and making positive changes. You may be saying to yourself, “This is the year I will finally lose that 10 pounds, spend more time with the family, or (insert your own reliably missed goal here).” That’s right…we tend to start out strong with our goals, but lose momentum as the reality of life sets in. Nowhere is this more apparent than at your local gym. Right about now, the place is fully packed with hopeful and motivated people. Yet, give it about three weeks….the place will be a ghost town as the difficulty of consistent self-discipline slowly sets in. While setbacks in personal fitness aspirations are normal, and, relatively harmless, there are some goals you can’t afford to miss. Namely, your leadership goals.

With leadership comes tremendous responsibility. Others are counting on you to be your highest-best-self as a leader—everyday. They need you to bring your strengths, mitigate your challenges, and embrace continuous learning. You can’t give it your best in January and, then, just take a few months off. As a leader, you are always on a stage. Always performing. Always being evaluated. If you expect your people to deliver rock star results this year, you need to be the example. As such, the best leaders have a plan to continuously grow themselves.


So, do you have your leadership goals for the year already established? If not, where should you start? Here are a few thoughts to help spur some ideas.

Thumbs Up and Down1.Inventory Historic Feedback – Reflect back on last year. What consistent feedback did you hear? What strengths did others value? Any weaknesses that are impeding your success? Try to list two to three answers to each of these questions. If this takes you more than 5 minutes to complete, I offer that your most important leadership goal for the coming year may need to be diligently and consistently collecting feedback on your leadership performance.

Vision on Mountain2. Imagine Team/Organizational Success –Take a moment and envision you’ve just fast- forwarded to December. It was an amazingly successful year and you are proud of your team and organizational performance! See the results in your mind’s eye. What are your clients, teammates, and reports saying about the year? Now, who would you need to become as a leader for this to be a reality? How would you personally need to change?

Trends Compass3. Note Environmental Trends – Perhaps you are already a high-performing leader and want to take your game to the next level. Look at how the world is evolving and seek opportunities to evolve with it. Here is a list of seven of the top leadership skills for 2020. For a more in-depth look at what’s ahead, the Center for Creative Leadership published this excellent white paper on future trends in leader development. My personal take on imperative leadership skills for the future include: ability to lead change in an environment of volatility, uncertainty, complexity, and ambiguity (VUCA); emphasis on facilitative coaching skills as a manager; and internalizing a “service-before-self” mentality rooted in curiosity and humility.

Whatever you decide to focus on as a leader this year, I have one final word of advice…don’t go at it alone! Lean into your support system and seek out mentorship, coaching, and skills training opportunities. If you are interested in executive coaching, check out my Executive Edge Program. If you or your team are interested in becoming a VUCA Proof© leader, check out my VUCA Proof© White Paper and VUCA Proof© Executive Workshop. Great luck in the year ahead, set the stage and lead well!

Example_15(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of TheLeader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Get a copy of his new book, “Growing Leaders: 20 Articles to Challenge, Inspire, and Amplify Your Leadership” by clicking here.

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Are You a “VUCA Proof” Leader?

Attention all leaders out there. It’s a new year and I imagine you have some audacious goals already lined up for you and your team. You probably have a strategic plan by now, and you intuitively know that exercising leadership will be imperative to getting things accomplished. In this light, I have an important question to ask you….

After 20+ years of studying leadership, personally leading teams, and helping Fortune 500 leaders to effectively do the same, I’ve come to a few of my own conclusions that I’d like to share with you.

First, I should highlight that the words management and leadership often are conflated together. The purpose of management is clear, to increase efficiency through enhancing control over one’s environment. The purpose of leadership, however, is more up for debate. I believe leadership exists to disrupt one’s environment for the better. In this regard, the purpose of leadership then is to extinguish the status quo, envision a superior outcome, and align actions towards producing new results.

Yet, given this purpose, there has never been a more difficult time to be a leader. Today’s executives must learn to compassionately disrupt in an already highly Volatile, Complex, Uncertain, and Ambiguous (VUCA) business environment. We’re talking about leading change in a world where predictability and control are limited. Pushing individuals outside their comfort zones and taking them to their edge when they are already overwhelmed, stressed, and anxious. Leaders today must learn to challenge followers to the highest levels of performance without breaking them (or being broken by them). For many years now, we’ve relied on a heroic leadership model to do this work, yet times are clearly changing.

So how should one adapt to effectively lead today? While no one approach works for every leader in every environment, there’s been a shift in the last several decades from heroic, authoritative, command and control approaches to more collaborative and adaptive methods. This hasn’t been some egalitarian impulse by leaders to more fully empower their people as some might argue, but rather a product of necessity. To be effective today, leaders realize that they need to be more strategic, flexible, and balanced. In essence, they’re learning to VUCA Proof© their leadership style.

What then does it take to VUCA Proof© one’s leadership style? It starts with critically looking at yourself and then building greater individual capacity in three critical behaviors: being more passionate, bold, and mindful.

1.      Be Passionate – Inspiring change requires a transfer of energy, and if one is to transfer inspirational energy to others, they must be inspired themselves. The more passionate the leader, the more inspirational they become to others who share similar ideals.

2.      Be Bold – As Nelson Mandela once said, “I learned that courage was not the absence of fear, but the triumph over it.” Leadership requires us to boldly challenge followers by walking with them to edge of possibility, and acknowledging our own vulnerabilities along the way.

3.      Be Mindful – Most people practicing leadership are in positions of authority, and with authority one can easily become self-absorbed. Effective leaders today must practice empathy and compassion to a greater extent than in the past, constantly seeking out ways to serve others before self.

Once you’ve built a strong foundation in these behaviors, then you can apply them at the team and organizational level. Importantly, these behaviors intersect with one another, to form three critical competencies for effective leadership in a VUCA environment: Alignment, Activation, and Attunement.

1.      Passion + Mindfulness = Alignment – An Aligned leader understands themselves and how they may best serve their environment. By being aware of what they stand for, what their value is, and where they fit in the world, they are more prepared to communicate their vision and make decisions in a turbulent VUCA world.

2.      Passion + Boldness = Activation – In a constantly changing VUCA world, being too comfortable can lead to a rapid demise (here’s 30 examples of companies struggling with VUCA who may disappear in 2017). An Activated leader abhors mediocrity, avoids safety, and inspires others with challenges. They know what it will take to achieve their leadership purpose, and they help others to boldly push beyond the boundaries of what is possible.

3.      Mindfulness + Boldness = Attunement – Perhaps the biggest shift leaders must make from a heroic leadership style is towards greater attunement. An Attuned leader recognizes the emotional impact of new initiatives on followers and others. They “feel” where there are pain points and opportunities to strengthen relationships. Most importantly, they care enough to make bold acts of compassion that keep people motivated during adversity.

So the question now becomes…how VUCA Proof© are you? Truth be told, when I first started leading, it was mostly a command and control world and I was a heroic style leader. My own transformation to a more VUCA Proof© style was born out of necessity, in order to meet the needs of the changing world around me. If you or your team is interested in walking a similar path, contact me directly at to learn more about VUCA Proof© team training and personal coaching programs.

(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces.)

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How to Inspire Others by Finding Your Passion


This seemingly benign word has confounded me for over a decade now. Long ago, I intuitively understood it to be the “secret sauce” of leadership. Yet, figuring out how one becomes more inspirational was not an easy task. For years I focused on accentuating certain behaviors like credibility, accountability and self-less service. I then concentrated on building skills like emotional intelligence, mindfulness, and executive presence. Though I still believe these are important factors in inspiring followers, I now consider one factor to be above all others. At its core, inspiration is a transfer of energy, and if one is to transfer inspirational energy to others, they must be inspired themselves.

The question then becomes “how does a person find their own inspiration?” I think the answer lies deeper, as inspiration stems from one’s passion. Now I am not talking about a having a passion for woodworking or knitting, I’m referring to the internal energy that drives all acts of leadership in the world. We all have beliefs of what is right, good and fair. When we observe the world around us and see various disconnects, we experience a tension between what is and what should be. Leaders are the rare individuals who feel passionate about closing those gaps and are compelled to act. The more passionate the leader, the more inspirational they become to others who share similar ideals.

Think of your passion, as a leader, as something acting like a virus does in the human body. It’s infectious and contagious. Either you are contaminating others with low energy that brings them down, or you are infecting them with a healthy dose of passion, which inspires them to be more and do more. Moreover, the impact of your passion is far reaching. Once your immediate circles become exposed, they spread your level of passion to others (for better or for worse).

In his book, “Subtle Energy: Awakening the unseen forces of our lives,” Dr. William Collinge describes how people can feel your energy as much as three feet apart from one another. We’ve all felt this before. We walk into a formal meeting, feel the anxiety or fear present, and we personally become guarded. Or we begin to interact with an optimistic colleague whose smile and enthusiasm causes us to have a little extra bounce in our step for the rest of the day. Leaders should understand that the energy that we bring to our environment is often returned back to us.

One of my favorite examples of this phenomena in action occurred during Game 7 of the 2016 National Basketball Association Finals. With the series tied at three games apiece and the final minutes winding down, Lebron James’ will to win made the difference. In what’s now known as “the block that saved Cleveland,” James covered 88 feet at a speed of 20 mph, and then elevates 11.5 feet in the air to stop an easy layup for Golden State. His passion was undeniable, and it inspired his team to another level of effort that changed the course of the game and ultimately secured the championship for the Cavaliers.

If it is passion that inspires, what then are you personally passionate about? I offer a few thoughts below on how you can find your passion and exhibit more leadership.

  1. Know Your Values – Clarification of your values enables you to take a stand in the world. Yet, as an Executive Coach, I am amazed how many times I come across seasoned leaders who have little conscious awareness as to what they value. If you can’t name your top three personal values right now, I offer you invest 5 minutes in this free assessment to gain some insight (Barrett Values Centre Personal Values Assessment)
  2. Find Your Fire – There’s a reason passion is associated with romance. Passion exists first where there is a spark with someone else. After a few dates, that spark might ignite a flame of desire. Given the right conditions, that flame becomes a raging fire, and causes sustained drive to be with that person for a long-term relationship. Pay attention to your sparks. When do you feel that flame ignite in your belly? Perhaps you read an article and realize “this is a cause I care deeply about!” Or maybe you notice a problem at work and say to yourself “this isn’t right, we need to fix it!” Once you find your fire, you can burn brightly in the world.
  3. Inventory Peak Moments – We all come to this world with unique gifts. Sometimes we find ourselves leveraging those gifts to our highest potential, what psychologist Mihaly Csikszentmihalyi calls a state of “Flow.”  When we find this intersection of natural talent and enjoyment from the challenge of getting better at a skill, we feel alive, energized, and inspired. To take inventory of your peak moments, think about the last task you performed, where you lost track of time. When you became so consumed by it that you forgot to eat or voluntarily gave up sleep to accomplish it. Then reflect on why you were experiencing these feelings. The intent is to bring awareness to where else we find this energy in our lives.

To sum up, the world needs your leadership! My hope is that you find your passion, take the lead, and inspire action in making the world a better place.

(David understands how effective leadership generates success. A combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Contact David directly at to learn more about how LGG’s practical training and coaching solutions help transform managers into highly impactful leaders.)

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Google’s Surprising Insights on Team Effectiveness


After two plus years of rigorous research leveraging over 200 interviews focused on 250 attributes of 180 active teams, Google’s People Operations (think HR department with analytics capabilities) determined there is one question that every leader should be asking themselves if they are seeking to create an effective team…

How’s our psychological safety coming along?

Huh? Yes, I had the same reaction when I first read this excellent NY Times article on the research. You mean to tell me that building an effective team is not about selecting the right mix of talented people who possess unique skillsets that complement one another? Or that forming effective teams is not mostly about creating “team chemistry,” and aligning personality traits to where team members gel together naturally. Nope. Apparently, it’s not so much about who is on the team, but more about how people interact with each other. While Google’s researchers found five key findings that set its best teams apart from others, psychological safety was clearly the most important…and the more you read about it, the more sense it makes.

So what is psychological safety and how can we know if it exists within our team? The short answer is that psychological safety is the underpinnings that lead to a trusting environment. Do you feel safe with your fellow team members? Are they willing to both challenge and support you in a positive manner? Do they have your best interests at heart? Will they listen empathetically to your ideas and in a non-judgmental way? Can you be vulnerable with one another? To include sharing each other’s mistakes and shortcomings? These are just a few questions that one can use to assess the level of psychological safety within their team.

This is related to what we know from recent brain-based research, in that we as human-beings have a need for status and relatedness. When we come together as a team, we are constantly assessing where we stand within the team’s “pecking order” and if we are a part of the “in” or “out” group. This causes us to be guarded in our interactions and limits-our willingness to take risks with one another. We simply don’t want others to negatively assess our “competence, awareness, or positivity.”1 Perhaps more importantly, “in the absence of safe social interactions, the body generates a threat response.”2 When our bodies become inundated with cortisol and testosterone, and are focused on how to either fight against or flee from fellow team members, we can assume that trust will be degraded.

So what can a leader do to create the conditions for greater psychological safety to exist on their team? Here are a few ideas to consider:

1. Communicate expectations – If you are leading a group and have formal authority as well, be clear and upfront with how you would like team members to interact with one another. For example, expressing “team, I want you to know that I truly value everyone’s opinion, and, as such, I expect that you will bring your ideas forward, no matter how crazy they may sound or how contradictory they may be. Furthermore, this is a safe space to do so and I will not tolerate personal attacks in our interactions. We want to challenge each other and foster healthy debate, but not at the expense of our relationships. Can we agree to this?” If you are attempting to influence a team without formal authority, you might make a similar offer and then work towards norms that will allow for peer accountability and enforcement.

2. Be the example – A leader is always on a stage and team members are constantly looking to the leader and determining “what right looks like” in how they will interact with one another. If you as a leader are not present, not fully listening, discounting others ideas, interrupting, or ignoring certain voices…others will undoubtedly do the same. So after you clearly set expectations, work hard to model those expectations and give team members license to call you out if you are not! Perhaps the most important area where a leader needs to lead by example is in expressing vulnerability. If you don’t offer your shortcomings and where you have made mistakes to the group first, don’t expect anyone to let down their defenses either.

3. Lead through facilitation – A team’s culture will not only be shaped by the leader’s behavior, but also by what behavior he or she allows from others. A wise leader will practice upholding shared values and facilitating productive conversation. When an unfair interruption has occurred, someone might say “wait a second Jim, let’s hear out what Jane was just saying and we’ll come back to you once she’s finished.” If a team member has been noticeably quiet, the leader may practice inclusiveness by saying “Pranov, we haven’t heard from you yet; please help us to understand your stance on the issue.” If the team is dealing with a failure and assigning blame to each other, the leader may offer, “we all had a role to play in this, including myself. I want us to stop focusing on who is to blame and start focusing on what we have learned and how we can solve the problem.” The foundation of good facilitation is curiosity. Always be asking yourself, what’s most important right now and what questions or statements will help move the team forward together?

Google’s latest research on teams helps to confirm what many of us already knew, without trust there can be no team. And while the term psychological safety may be new to us, we all intuitively get it — people need to feel safe with each other to trust one another. The real value in this work is in helping leaders to identify where they need to focus their efforts in creating the conditions for psychological safety to exist. Thus, I offer that you reflect upon your own team….How’s your psychological safety coming along?


  1. Rosovsky, J. (2015, November 17). The five keys to a successful Google team. Retrieved from
  2. Rock, D. (2008). SCARF: a brain-based model for collaborating with and influencing others. Retrieved from

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Three Keys to Building Leader Resiliency


Resiliency is a hot topic these days. Leaders are “juggling more balls in the air” than ever before and many can’t ever seem to catch up with the pace of life. The impact is that balls end up getting dropped, which leads to increased stress and, ultimately, to leader burn-out. Many think that they can avoid this modern reality by simply learning to manage their time more effectively. While I agree that most everyone can learn to manage their time better, to properly address these challenges requires a more holistic approach. We must also look at how leaders are managing their stress and energy levels.

Time, stress and energy are undoubtedly interconnected and, thus, leaders should learn to excel in all three of these domains in order to maximize their personal effectiveness and resiliency against burn-out. Think about your own experiences. Some days you might be dragging a bit and not able to get your entire to-do list accomplished. Despite your well-managed intentions, it just didn’t happen today. This in turn might lead you to start thinking about all the things you need to catch up with and as your mind starts racing, your stress levels rise. Later that evening, you lie awake at night trying to figure out what to do next, losing valuable sleep and waking the next day with even less energy than the day before. Sound familiar?

So what are some of the things we can do to reduce this self-perpetuating cycle? While there are many techniques that can help, I would like to highlight what I believe to be the single best thing you can do as a leader to increase your effectiveness in each of these domains.

1. Manage your time by practicing “worst first.”

Everyone has something they dread doing throughout the day. Maybe it’s that sales call or perhaps it’s knocking out that admin task that seems like such a waste of time. Whatever it is for you, you always save it for the end of the day. By then you’re exhausted, so you put it off until tomorrow. Get into the habit of doing it first thing in the morning before you take on any other task for the day. Not only will you manage your time better, but you’ll feel less stressed and more energized as you no longer have that monkey hanging on your back.

2. Manage your stress by finding a physical outlet.

Nothing busts through stress like physical activity. Why is that? Because stress lives within our bodies and it has to go somewhere. Yes, it is true that we are responsible for generating our own stress as it stems from our own thoughts (as opposed to the common perception that others are stressing us out). Yet, short of becoming a Zen master and learning to insert mindful behavior to reduce the body’s natural stress response, I have found nothing more effective for limiting stress levels than 30 minutes to an hour of vigorous exercise daily (CrossFit is my favorite approach). Leaders hold their boundaries firmly when it comes to making time to exercise. This means they schedule time on their calendar and protect it accordingly.

3. Manage your energy by maximizing your time off.

Think of your personal energy level as being like a car’s fuel tank; you can only go so long before you need to stop and refuel. Yet, not all fuel is created equal; there are various levels of octane to choose from. If you own a high-performing vehicle, choosing the low grade gas may have significant long term impact on your fuel injectors. Eventually, the car will run sluggishly. You also are a high-performing machine. When it’s time to refuel, put the right stuff in your system. Tempting as it may be, don’t just sit on the couch and catch up on your favorite TV shows. Instead, do the things that bring you the most energy. Maybe you love to travel, or spend time outdoors, or really invest in quality time with your family. Plan your downtime accordingly and you will increase your energy reserves.

Committing to mastering these three skills can greatly increase your personal effectiveness and resiliency as a leader. The key word is commitment. While we all might recognize the benefits of these skills/behaviors, only a handful of us will find the personal discipline to make it our reality. Yet, all new behaviors start with a personal choice. So as we close out the year, what new choices will you make in 2016?

This post is a sample chapter from my new eBook “ACTIONABLE! Leadership: Develop Your Inspirational Ability, Motivate Teams, & Achieve Extraordinary Results.”  Claim your free copy by following the below link and start taking action towards meeting your full leadership potential.

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