ABSTRACT
As we stated in Chapter 1, we regard leading as an activity. This means that leaders should be judged by what they do and what they achieve, not by what they say or how they appear. The achievements of value-creating corporate leadership can therefore be expressed in terms of the improved performance of the business. This improvement in performance could be benchmarked against previous achievements, current expectations or what could be achieved by a top team comprising good managers but without true leadership capability. In our terms, corporate leaders have the potential to achieve extraordinary levels of performance from businesses employing perfectly ordinary people.
