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viii Introduction executive staff, or attend a board of directors meeting. You look on in frustration as other seemingly less-accomplished leaders get put on the succession plan or get promoted. Regardless of what is causing this feeling of missing something impor- tant, you want to figure it out and fill that void. This is when the brain tries to protect your self-image by rationalizing. In an effort to convince yourself that you are fine just the way you are, you compare yourself to leaders you believe to be less capable. You reminisce about accomplish- ments that prove your value to the company. You examine your last few performance reviews. This works for another few days, and then that nag- ging feeling returns. You wonder if perhaps you need to do more—try harder, work later, be more patient, be more optimistic. You are missing something, and you are determined to ascertain what it is. You muster up the courage to have a frank discussion with your boss. You ask for feed- back, but you get a vague response. What could be missing? Nothing. Nothing is missing. It’s not that you need to follow some leadership recipe or do these ten things great leaders do or stop doing these three things poor leaders do. It’s not that you need to schmooze your boss or other influential leaders. Nor is it that you need to attend yet another leadership course. These factors aren’t getting in the way of your success. Stop worrying that you aren’t good enough or that something is missing. It is not that you are too little. It’s the opposite. The problem is you are a bit too much. A few key strengths have become too strong. Those hard-earned gifts that got you to this point in your life and career are getting in your way instead of taking you further. They are not only interfering with your leadership and your career but also standing in the way of your progress, your dreams, and your relationships. It’s not that you need to find a way to turn off these strengths. They are some of your best qualities as a leader. They need to continue to shine there are just times when they need to shine less brightly. There are times when the behaviors, outcomes, and energy these strengths create are not what you intended. Perhaps you push your ideas a little too hard, share the cool stuff you know a bit too much, feel for others too deeply, critique a tad too often, or are a smidge too exacting. If you have a gnawing feeling that there is an even better leader within you, if your mind replays interactions with