Create a compelling vision, one that takes people to a new place, and then translate that vision into a reality.

The crucible is a dividing line, a turning point, and those who have gone through it feel they are very different from the way they were before. Believing that they have been transformed or have transformed themselves, those who survive the crucible (and many don't) are more confident, more willing to take future risks. That new self-confidence is grounded in the belief that he or she has done something hard and done it well.

The manager asks how and when; the leader asks what and why.

The manager has a short-range view; the leader has a long-range perspective.

Walt Disney, of all people, did a good job of describing his own netony. "People who have worked with me say I am 'innocence in action,'" he wrote. "They say I have the innocence and unselfconsciousness of a child. Maybe I have. I still look at the world with uncontaminated wonder."

Leadership has become a heavy industry. Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.

Leaders are people who do the right thing; managers are people who do things right.