Great leadership is one of the keys to long-term organizational success; so how come there seems to be such a shortage? In the corridors of political power, and in the boardrooms of large and small organizations, we regularly hear the questions: "Where is the inspired leadership we crave?", "Where is our next generation of leaders coming from?", "Where is the flair and inspiration we need to take us to the next level?"

If asked, you could probably say what 'leadership' is. Like everyone else, you've read the books and seen the leadership competency frameworks. You could clearly describe how it feels to be well and poorly led - you 'know it when you see it'. But how many current great world leaders can you name off the top of your head? How many great leaders are there in your organization now?

Why do so many people, knowing what good leadership is, fail to demonstrate it themselves? The first place to look is in the learning environment where leaders are usually developed.

What They Didn't Teach You about Leadership

1. There is an imbalance in leadership training. There is not enough emphasis on the skills, central to great leadership, of inspiring others with beliefs, vision, values and attitude; and too much emphasis on the importance of systems, planning, measurement, budgets, controls and procedures - in short, on management! Does any great leader ever manage people into following him? No, he inspires them, motivates them, keeps them in touch with the bigger vision - he leads them.

2. As a business leader, you have probably been well trained in logic and analysis. But a key leadership skill is the application of 'emotional intelligence' - the ability to know when things are 'true' or when they are 'off', when people are truly inspired, or just paying lip service. As a leader you need emotional intelligence to manage your own and others' emotions, and you need skills appropriate to this task. Trying to do it by analysis and logic is about as effective as trying to drive a car by studying from a manual how the engine works.

3. People, especially in the business world, tend to avoid emotion - expressing it, dealing with it, looking at where it came from and its role in a situation. The rationale for not dealing with emotion, the very essence of leadership, is that all 'this emotion stuff' is 'not professional'! Not so: it's only 'unprofessional' to suppress emotion or express it inappropriately. When all 'this emotion stuff' is not explored and resolved in leadership groups, it always produces long-term tensions and political battles. These cause acute stress in individuals and cripple organizational effectiveness and efficiency. At the same time, they also destroy satisfaction, joy, fun, friendship, health, trust and a good night's sleep!

4. Leadership skills like vision, inspiration and emotional intelligence can be trained on training courses - but it takes a different kind of course. In most leadership training programmes you will see models of leadership discussed, followed by practical exercises that analyze logically what went right and wrong in a 'leadership game'. It's all familiar and fun, but what's being taught are the elements that underpin leadership, not the essence of leadership.

How Can You Learn to 'Do' Great Leadership?

You need to be coached in leadership skills, over time, in real situations - ones that matter to you and where there is a chance of meaningful success or failure - by coaches who themselves demonstrate the skills. A life skill like leadership can't be learned by numbers; you can't read a book about it, learn a model or play a game that simulates a real life situation, and say you know anything about leadership. The greater the 'distance' you’re learning experience is from your real world experience, the less likely it is that the learning will be transferred to your everyday performance. You didn't learn to drive by sitting in a classroom!

So you can only effectively demonstrate the skills of leadership when the situation calling for them is real. Get a coach who has the experience to produce leadership competence, and put yourself in a programme where you are guided through real-time experience to learn leadership skills over time. Only this kind of approach will finally get you to the point where your leadership competence is as natural and instinctive as your driving ability!