Leadership is often ascribed to people based on the title they hold or the position they take on within an organization—or even within a family. The downside of this is having leaders who truly don't know how to lead. But the worst part about this way of attributing leadership is that some of our best people don't get recognized for the leaders they are. Obviously, one will only be recognized as a leader by becoming aware of it themselves.

A true leader—one whom others would be willing to follow or take direction from—is self-aware, conscious of their innate and learned talents, and knows the merit of sharing their ideas and values.

The most valuable leaders care. They care about themselves, their colleagues, those they lead, and those they serve. But their care also extends to their so-called competitors, to their enemies—real or imagined, and to the global whole. They live from an authentic inner world that they dedicatedly bring to the outer world. They are responsible in most everything they do. These leaders honor their intuition and feelings and greet tough situations with humor. They are comfortable with paradox and ambiguity. They listen to others' ideas with an open mind and an engaged heart.

Within this definition of leadership, one's title or position doesn't matter. What becomes important in our work world is that we all embrace and develop the leader in us. This doesn't mean becoming a dictator or going your own way because you've suddenly declared yourself your own master. Developing the leader within is something distinctly different than that. A confident leader operates well within the hierarchy or rules of reporting that exist in most systems: corporations, schools, hospitals, and businesses. Leadership starts with valuing what you have to offer, taking responsibility to comprehend the organization's mission and goals, and applying your skills and talents not only within your defined job description, but in every interaction and encounter throughout the day. The leader you are developing is present in meetings, for unexpected phone calls, to respond to customer needs, and to receive acknow- ledgement for a job well done. This authentic leader truly makes a difference in the organization.

When you claim yourself to be a leader in this way and practice the values described, you begin to notice a change in the workplace environment. What's important here is to stay true to yourself along the way, regardless of what others are doing or not doing. Don't be daunted by the lack of support that may surround you. Even those you serve more effectively because of your commitment, may not recognize or acknowledge your contribution. Your convictions are your strong suit, your progress must be internally defined and acknowledged.

Key elements of developing the leader within:

• Identify awareness of your capacity to care.
• Practice expanding your potential to care.
• Increase your responsibility—doing whatever it takes—in most everything.
• Value what you have to offer—consciously.
• Be present as often as possible.
• Expect recognition, but don't count on it.
• Acknowledge your progress internally.
• Stay true to yourself along the way.