The_AT Coming_JJ Leadership_NN1 Gap_NN1 :_: What_DDQ You_PPY Can_VM Do_VDI About_II It_NN1 Two_MC of_IO the_AT most_RGT important_JJ leadership_NN1 skills_NN2 are_VBR leading_JJ people_NN and_CC strategic_JJ planning_NN1 ._. 
Here_RL 's_VBZ how_RRQ to_TO develop_VVI them_PPHO2 in_II yourself_PPX1 and_CC your_APPGE organization_NN1 I_PPIS1 recently_RR completed_VVN a_AT1 trip_NN1 to_II Asia_NP1 that_CST included_VVD meetings_NN2 with_IW a_AT1 wide_JJ range_NN1 of_IO clients_NN2 in_II India_NP1 ,_, Malaysia_NP1 ,_, and_CC Singapore_NP1 ._. 
The_AT economy_NN1 is_VBZ rebounding_VVG in_II that_DD1 region_NN1 much_RR faster_RRR than_CSN it_PPH1 is_VBZ in_II Europe_NP1 or_CC North_ND1 America_NP1 ,_, and_CC that_DD1 is_VBZ creating_VVG a_AT1 lot_NN1 of_IO excitement_NN1 and_CC opportunity_NN1 ._. 
But_CCB ,_, in_II talking_VVG with_IW many_DA2 executives_NN2 ,_, this_DD1 much_RR became_VVD obvious_JJ :_: It_PPH1 's_VBZ not_XX any_RR easier_RRR being_VBG a_AT1 leader_NN1 these_DD2 days_NNT2 in_II Mumbai_JJ than_CSN it_PPH1 is_VBZ in_II New_NP1 York_NP1 or_CC London_NP1 ._. 
These_DD2 are_VBR complex_JJ times_NNT2 ,_, whether_CSW you_PPY are_VBR a_AT1 senior_JJ leader_NN1 in_II a_AT1 large_JJ corporation_NN1 ,_, a_AT1 small_JJ business_NN1 owner_NN1 ,_, or_CC the_AT manager_NN1 of_IO a_AT1 nonprofit_JJ ._. 
We_PPIS2 all_DB face_VV0 increased_JJ competition_NN1 ,_, skittish_VV0 global_JJ markets_NN2 ,_, and_CC constant_JJ demands_NN2 for_IF innovation_NN1 ._. 
Without_IW question_NN1 ,_, complex_JJ circumstances_NN2 are_VBR partly_RR to_TO blame_VVI for_IF why_RRQ it_PPH1 's_VBZ as_RG difficult_JJ as_CSA ever_RR to_TO lead_VVI effectively_RR ._. 
But_CCB there_EX 's_VBZ more_RRR to_II it_PPH1 than_CSN that_DD1 ._. 
Increasingly_RR ,_, we_PPIS2 are_VBR also_RR responsible_JJ for_IF our_APPGE own_DA leadership_NN1 struggles_NN2 ._. 
We_PPIS2 're_VBR heading_VVG into_II a_AT1 promising_JJ but_CCB very_RG uncertain_JJ future_NN1 ._. 
To_TO thrive_VVI in_II it_PPH1 ,_, certain_JJ leadership_NN1 skills_NN2 will_VM be_VBI absolutely_RR crucial_JJ --_NN1 and_CC many_DA2 individual_JJ leaders_NN2 and_CC organizations_NN2 do_VD0 n't_XX have_VHI all_DB of_IO them_PPHO2 ._. 
At_II the_AT Center_NN1 for_IF Creative_JJ Leadership_NN1 ,_, we_PPIS2 spent_VVD two_MC years_NNT2 surveying_VVG more_DAR than_CSN 2,000_MC leaders_NN2 from_II 15_MC companies_NN2 in_II the_AT U.S._NP1 ,_, India_NP1 ,_, and_CC Singapore_NP1 ._. 
We_PPIS2 asked_VVD them_PPHO2 to_TO consider_VVI a_AT1 set_NN1 of_IO 20_MC leadership_NN1 skills_NN2 ,_, from_II "_" decisiveness_NN1 "_" and_CC "_" doing_VDG whatever_DDQV it_PPH1 takes_VVZ "_" to_II "_" putting_VVG people_NN at_II ease_NN1 "_" and_CC "_" employee_NN1 development_NN1 ._. "_" 
We_PPIS2 had_VHD these_DD2 leaders_NN2 rank_VV0 those_DD2 skills_NN2 in_II31 terms_II32 of_II33 how_RGQ important_JJ they_PPHS2 will_VM be_VBI for_IF business_NN1 success_NN1 five_MC years_NNT2 from_II now_RT and_CC how_RGQ accomplished_JJ they_PPHS2 and_CC their_APPGE colleagues_NN2 are_VBR at_II them_PPHO2 now_RT ._. 
Four_MC Crucial_JJ Skills_NN2 Based_VVN on_II our_APPGE survey_NN1 ,_, there_EX are_VBR four_MC skills_NN2 that_CST executives_NN2 all_RR over_II the_AT world_NN1 believe_VV0 will_VM be_VBI most_RGT important_JJ just_RR five_MC years_NNT2 from_II now_RT :_: leading_JJ people_NN ,_, strategic_JJ planning_NN1 ,_, inspiring_JJ commitment_NN1 ,_, and_CC managing_JJ change_NN1 ._. 
And_CC guess_VV0 what_DDQ ?_? 
Our_APPGE research_NN1 also_RR found_VVD these_DD2 four_MC skills_NN2 are_VBR all_DB weak_JJ points_NN2 among_II today_RT 's_GE leaders_NN2 ._. 
A_AT1 glaring_JJ gap_NN1 exists_VVZ between_II the_AT leadership_NN1 skills_NN2 we_PPIS2 have_VH0 now_RT and_CC the_AT ones_NN2 we_PPIS2 will_VM need_VVI in_RP just_RR a_AT1 few_DA2 short_JJ years_NNT2 ._. 
At_II CCL_MC ,_, we_PPIS2 call_VV0 this_DD1 the_AT "_" leadership_NN1 gap_NN1 ._. "_" 
This_DD1 gap_NN1 can_VM be_VBI closed_JJ --_NN1 assuming_VVG we_PPIS2 thoroughly_RR understand_VV0 these_DD2 four_MC critical_JJ skills_NN2 and_CC how_RRQ to_TO develop_VVI them_PPHO2 in_II ourselves_PPX2 and_CC our_APPGE organizations_NN2 ._. 
In_II this_DD1 column_NN1 ,_, we_PPIS2 'll_VM review_VVI the_AT keys_NN2 to_II leading_JJ people_NN and_CC strategic_JJ planning_NN1 ._. 
In_II my_APPGE next_MD column_NN1 ,_, we_PPIS2 'll_VM look_VVI at_II inspiring_JJ commitment_NN1 and_CC managing_JJ change_NN1 ._. 
So_RR let_VM21 's_VM22 start_VVI with_IW the_AT skill_NN1 ranked_VVN most_DAT important_JJ for_IF the_AT future_NN1 :_: leading_JJ people_NN ._. 
Essentially_RR ,_, it_PPH1 's_VBZ about_II directing_VVG ,_, motivating_VVG ,_, and_CC engaging_VVG your_APPGE colleagues_NN2 ._. 
As_II a_AT1 senior_JJ leader_NN1 ,_, you_PPY need_VV0 to_TO be_VBI very_RG good_JJ at_II this_DD1 yourself_PPX1 and_CC so_RR do_VD0 others_NN2 in_II your_APPGE organization_NN1 ._. 
Knowing_VVG how_RRQ to_TO lead_VVI people_NN means_VVZ you_PPY can_VM delegate_VVI effectively_RR ,_, treat_VV0 others_NN2 fairly_RR ,_, and_CC hire_VV0 talented_JJ people_NN ._. 
Many_DA2 of_IO us_PPIO2 never_RR get_VV0 a_AT1 chance_NN1 to_TO develop_VVI these_DD2 skills_NN2 before_CS we_PPIS2 're_VBR thrust_VVN into_II management_NN1 roles_NN2 ._. 
You_PPY know_VV0 how_RRQ it_PPH1 goes_VVZ --_NN1 a_AT1 top_JJ salesperson_NN1 becomes_VVZ a_AT1 sales_NN manager_NN1 ,_, an_AT1 ace_JJ reporter_NN1 becomes_VVZ an_AT1 editor_NN1 ,_, a_AT1 standout_NN1 teacher_NN1 becomes_VVZ a_AT1 principal_NN1 ._. 
This_DD1 seems_VVZ like_II a_AT1 logical_JJ progression_NN1 ,_, but_CCB it_PPH1 's_VBZ also_RR problematic_JJ ._. 
Think_VV0 about_II Michael_NP1 Jordan_NP1 ._. 
He_PPHS1 's_VBZ arguably_RR the_AT greatest_JJT basketball_NN1 player_NN1 who_PNQS ever_RR lived_VVN ._. 
But_CCB by_II his_APPGE own_DA admission_NN1 ,_, his_APPGE stint_NN1 in_II management_NN1 with_IW the_AT Washington_NP1 Wizards_NN2 was_VBDZ a_AT1 struggle_NN1 ._. 
His_APPGE role_NN1 as_II a_AT1 basketball_NN1 executive_NN1 called_VVN for_IF leading_JJ people_NN and_CC letting_VVG them_PPHO2 perform_VVI ,_, not_XX just_RR taking_VVG charge_NN1 personally_RR on_II the_AT court_NN1 as_CSA he_PPHS1 'd_VHD done_VDN as_II a_AT1 player_NN1 ._. 
As_II the_AT manager_NN1 ,_, Jordan_NP1 made_VVD questionable_JJ personnel_NN2 moves_NN2 and_CC clashed_VVN with_IW some_DD of_IO his_APPGE players_NN2 ._. 
The_AT team_NN1 never_RR improved_VVN during_II his_APPGE time_NNT1 there_RL and_CC only_RR became_VVD a_AT1 winning_JJ franchise_NN1 after_CS he_PPHS1 left_VVD ._. 
Talented_JJ individual_JJ performers_NN2 fall_VV0 into_II that_DD1 trap_NN1 all_DB the_AT time_NNT1 when_RRQ they_PPHS2 are_VBR put_VVN in_II31 charge_II32 of_II33 other_JJ people_NN ._. 
A_AT1 Knack_NN1 for_IF Leading_JJ People_NN Still_RR ,_, you_PPY really_RR can_VM develop_VVI ,_, in_II yourself_PPX1 and_CC throughout_II your_APPGE organization_NN1 ,_, a_AT1 knack_NN1 for_IF leading_JJ people_NN ._. 
First_MD ,_, make_VV0 sure_JJ you_PPY and_CC your_APPGE managers_NN2 know_VV0 the_AT behaviors_NN2 and_CC skills_NN2 fundamental_JJ to_II managing_JJ others_NN2 well_RR ._. 
