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Rising from Adversity 5 act as the source of their greatest leadership strengths become their big- gest leadership weaknesses. Leadership capability may first catch the attention of others in college, in the military, or in early employment, but the situations are similar. A group the future leader is a part of is challenged with a difficult task or objective. Having overcome early life challenges, the leader perceives this challenge as much less daunting than others on the team. After all, he has overcome much worse. While his colleagues worry about how to approach the challenge or are immobilized and completely overwhelmed, the future leader’s brain is on task. This resilient individual is already sorting through the known and unknown, processing possible solutions, and creating a likely plan of action. When this individual speaks up, saying he has ideas on how to handle the situation, the rest of the team breathes a sigh of relief. They eagerly follow their now designated leader. To guide the group to success, the individual calls upon the skills learned through his past adverse experience. Perhaps it was an ability to quickly see potential negative consequences or to see the desired outcome and figure out the steps needed to get there. Maybe it was the ability to quickly flex to changing circumstances or to anticipate the responses of others. Whatever well-practiced strengths are deployed, the individual takes charge, and the team applauds his leadership capabilities and cour- age. Later, the individual is promoted into management for demonstrating advanced thinking and skills. Since leadership consists of overcoming multiple challenges, the leader is asked to rise to a challenge again and again. As the leader succeeds, he is again reinforced. His skills and beliefs of what creates success are once again strengthened. Then the leader gets the ultimate reinforcement by being promoted to the next level. Now he believes that this ability is his superpower. Just like the superheroes Iron Man, Storm, Batman, Wonder Woman, or Black Panther, the leader relies on this superpower to save the day. If he gets in a bind, he whips this strength out. If the company needs to solve a difficult dilemma, she offers to lend her power to the cause. If he wants to add value to a new team, he demonstrates this gift. Soon, everyone in the company knows to contact this leader when you need his or her specific strength. For a while this recognition continues. Then, as the leader continues to increase his use of this same strength, he becomes aware that he is no longer garnering positive attention. Perhaps it is a nagging feeling. Per- haps the leader notices he is less and less sought out for assistance. Maybe