“We’ve come to expect a lot of our leaders. Top executives, the thinking goes, should have the intellectual capacity to make sense of unfathomably complex issues, the imaginative powers to paint a vision of the future that generates everyone’s enthusiasm, the operational know-how to translate strategy into concrete plans, and the interpersonal skills to foster commitment to undertakings that could cost people’s jobs should they fail. Unfortunately, no single person can possibly live up to those standards.”
I would argue that continuous professional development through reading and refreshing skills primes an individual for new challenges, and is a great motivator. Therefore, a true leader is always ‘incomplete’, and constantly searching for new methods of improvement.
[maxbutton id=”3″ url=”https://hbr.org/2007/02/in-praise-of-the-incomplete-leader” ]
