Don’t Get Fooled—The Myth of Leadership Potential

Let me be clear:

I’ve never seen a great leader emerge purely from books, credentials, or job titles.

Leadership isn’t granted. It’s grown.

And I’ve certainly never seen someone become an inspiring leader just because they were the best at something else—sales, underwriting, operations, strategy, or even golf. That skill set may earn you respect in your lane, but it doesn’t automatically translate to leading others with presence, empathy, or vision.

Yet I see this mistake all the time.

The top producer, the high-performing salesperson, is promoted into a leadership role. And on paper, it looks logical. They crushed quota. They built strong client relationships. They “know the business.” But then they’re asked to lead their peers, to coach and inspire, to navigate conflict, to cultivate collaboration—and suddenly, the skills that made them great at their last job aren’t what’s needed for this one.

Because leading people is an entirely different game.

I learned this the hard way…

Years ago, I was to lead a team of 50 people. On paper, it was a big win. But the truth? I had no idea how to lead. I had never been taught the real skills—how to communicate with empathy, how to inspire and collaborate,  how to coach instead of command.

So I did what I knew: I defaulted to a command-and-control style. I led from fear, urgency, and pressure. I thought being in charge meant having all the answers, driving hard, pushing people to perform. It worked ok in athletics, but not in this arena!

I was not effective.

I was exhausted—and everyone around me was too.

And eventually… I failed.

Oof. That’s hard to admit. But it’s true.

And in that failure, I learned more than any leadership book or motivational quote could’ve taught me. I learned that authority alone doesn’t create followership. That fear doesn’t inspire. And that real leadership begins with knowing yourself—and being willing to grow.

Leadership isn’t about having all the answers—it’s about cultivating self-awareness, emotional intelligence, and the ability to inspire others toward something greater than themselves. And if we don’t teach those skills, how can we expect people to lead well?

I recently listened to a thought-provoking article in Harvard Business Review titled “The Dangers of Confidence.” It struck a chord.

So often, organizations reward confidence over competence.

But real competence—the kind that leads to true leadership—requires humility, curiosity, and growth.

Naturally, I looked up the root of the word competence. It comes from the Latin com- meaning “together” and petere meaning “to seek, to strive.”

Together, we strive.

It gave me chills—because that’s my work. That’s my why:

Together, we can reach our peak.

So if you’re hiring, promoting, or nurturing new leaders in your organization, here’s my invitation:

Don’t get fooled.

Go beyond the resume. Go deeper in the interview. 

Ask about:

• How they handle hard conversations, 

• How they receive feedback, how they coach others. 

• How they inspire others.

And if you’re someone who’s been promoted into leadership and you're thinking, “Wait—this is a whole new mountain to climb”… you’re not alone. The good news? These skills can be developed. I teach them every day. They’re not soft. They’re essential—and they drive results.

Because when we choose leaders with presence, compassion, and self-awareness, everyone rises.

With love,