We have all had injustice happen to us. It often shapes our failure narrative. For example, maybe you were fired and not you don't trust colleagues as easily in the future. You may not overcome injustice but you need to be aware of how it affects you today. You can't avoid injustice but that doesn't mean you need to be a prisoner of it.

To help people with the struggle, I have to reveal my own struggles.

Step one is to take ownership of figuring strengths ans weaknesses out. It starts with writing them down but, to take ownership, you have got to seek feedback of those who directly observe you - this is scary and uncomfortable for many people. It's no fun to hear negative feedback and most people don't want to stick their necks out to give it to you. So, you have to ask.

There are three main areas of focus: vision, priorities and alignment. It is critical to articulate a clear vision - how do we add value based on what key competences? Some leaders fail to be clear enough or fail to update the vision based on changes in their industry and in the world.

The vision must be realistic - it has to be based on clear distinctive competencies. Again, what would the world lose if you didn't exist? A vision is very powerful because it gives you a basis to judge every action you take. Every action should be viewed through the prism of whether it furthers the vision.

Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.

There's a step that leaders need to take; they've got to understand themselves.