You Do You
Own Your Leadership Strengths
Nobody can be you the way that you can be you. It is your distinct competitive advantage.1
—Carla Harris,vice chair, managing director, and senior client advisor, Morgan Stanley
In Chapter 1, you explored how much of a leader you already are by catching yourself in the act of leading—when you make a bigger impact than you can make alone. You discovered your personal “leadership catnip”—those leadership behaviors others find irresistible. And you identified the role you found the most relatable: being a change, people, results, service, or thought leader.
Now, in Chapter 2, you’ll answer the question, “Who ...
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