Why Leadership Development Matters More Than Ever
“Leaders are not born, they are made. And they are made just like anything else — through hard work.” — Vince Lombardi
The Day Everything Changed
January 4, 1990.
It’s a date etched in my memory — not just for what happened, but for what it meant.
That morning, I was officially appointed Deputy CEO and Deputy Chairman of the Board of the Romanian Bank for Foreign Trade (BRCE). Until the day before, I had been a senior professional — experienced, respected, competent in my domain — but not a manager. Overnight, I became the boss of my peers, my former bosses, and even those who had once evaluated my performance.
The title changed instantly. The expectations changed even faster.
I was now responsible not just for my work, but for decisions that affected people, careers, capital, and institutional stability. I had crossed an invisible line — from contributor to leader — without a map, a compass, or a safety net.
I didn’t know it at the time, but that was the day I entered a completely new world. A world for which I was utterly unprepared.
Leadership? What Leadership?
Like all people promoted into leadership roles in Romania during communist times and immediately after, I believed I already understood that I had to be an excellent manager. After all, I had worked alongside both good and bad managers. I had observed different styles, admired some behaviors, and criticized others. I had opinions.
What I didn’t have was understanding.
As a matter of fact, I didn’t even know what leadership was about. While the concept of leadership in corporations was not yet mainstream even in the West, at the beginning of post-communist Romania it was still alien.
There was no leadership training.
No coaching.
No onboarding into the human side of power and responsibility.
No one gave me a handbook because there were none. And since there was no internet at the time, one couldn’t access immediate resources online.
In fact, I first read about leadership in a BusinessWeek article on a trip to the US that year, which immediately prompted me to buy several leadership books at Barnes & Noble.
Nevertheless, they expected me to lead — immediately and effectively — without ever having taught me how.
At the time, this felt normal. Looking back, I realize how dangerous that assumption was. And how common.
Even today, many organizations promote capable professionals into leadership roles based on their technical excellence, tenure, or reputation. And every day, organizations quietly assume that leadership will somehow emerge on its own.
That assumption rests on a deeply rooted — and deeply flawed — belief:
That leadership is something you are born with or not.
The Problem with the “Natural-Born Leader” Myth
The idea of the “natural-born leader” is seductive. It suggests that charisma, confidence, authority, and decisiveness are innate traits — wired into certain people from birth.
It’s comforting because it lets everyone off the hook.
If leadership is natural, then:
- Those who struggle can excuse themselves: “I’m just not a leader.”
- Organizations can avoid investing in development.
- Personality, rather than preparation, can draw blame for failures.
But here is the truth I learned — slowly, painfully, and firsthand:
Leadership isn’t a gift.
It’s a discipline.
It is not something you are.
It is something you practice.
And like any practice, it can be learned — or neglected.
Leadership Is a Skillset, Not a Personality
One of my earliest mistakes was believing I had to perform leadership.
I thought I needed a unique voice, a firmer posture, more certainty than I actually felt. I confused authority with confidence and decisiveness with competence. I believed that admitting doubt would weaken my position.
In reality, leadership demanded something entirely different.
Leadership required learning how to:
- Listen deeply, especially when the message is uncomfortable
- Decide under uncertainty, without perfect information
- Navigate power, politics, and competing interests
- Handle conflict without avoidance or aggression
- Build trust where fear and suspicion already exist.
None of these are instincts. They are skills.
People develop them through experience, reflection, feedback, and humility. And most importantly, through the willingness to admit that leadership is learned — not assumed.
Why Leadership Development Matters More Than Ever
If leadership has always been complex, today it is unforgiving.
Leaders now operate in environments shaped by volatility, uncertainty, complexity, and ambiguity. They lead across cultures, generations, technologies, and belief systems. Their decisions are visible, scrutinized, and amplified instantly.
The old command-and-control model no longer works. Authority alone does not mobilize commitment. Expertise alone does not create followership.
What today’s leaders need is the ability to:
- Adapt quickly as conditions change
- Communicate clearly in moments of tension
- Empower others rather than control them
- Build inclusive, psychologically safe teams
- Think critically, systemically, and ethically
Someone does not inherit these capabilities. People develop them.
And organizations that fail to invest in leadership development are not saving resources — they are accumulating risk.
What I Wish I Had Known Back Then
If I could return to that January morning in 1990 and speak to my newly promoted self, I would say this:
“You do not need to have all the answers.”
“You need the courage to ask better questions.”
I would remind myself that leadership is not about certainty — it is about responsibility. Not about status — but about service. Not about authority — but about impact.
Most of all, I would say this:
Leadership is not a destination you arrive at.
It is a craft you spend a lifetime learning.
The Real Leadership Advantage
In the end, the greatest competitive advantage is not hiring “natural-born leaders.”
It creates environments where people can learn leadership deliberately, continuously, and humanely.
Because leadership is not about who you were born to be.
It is about who you are willing to become.
And that makes all the difference.
Questions for Reflection
- When did you first realize leadership required skills you had never been taught?
2. Which leadership capability have you had to learn the hard way?
3. Do you sometimes expect yourself to appear more certain than you truly feel? Why?
Download the Chairman’s Playbook Worksheet – Play. 38: The Myth of the “Natural-Born Leader”
📚Further Reding
- On Becoming a Leader — Warren Bennis
A classic book challenging the myth of the “natural-born leader,” emphasizing self-awareness, growth, and lifelong learning. - The Leadership Challenge — James Kouzes & Barry Posner
Based on decades of research, this book identifies leadership behaviors that can be learned and practiced intentionally. - Act Like a Leader, Think Like a Leader — Herminia Ibarra
Explores how leadership identity develops through action, experimentation, and new experiences rather than waiting to “feel ready.” - The First 90 Days — Michael D. Watkins
A practical guide for leaders stepping into new roles and navigating difficult transitions successfully. - Developing the Leader Within You — John C. Maxwell
Focuses directly on leadership as a skillset that can be cultivated through intentional practice and reflection.
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