In my line of work, I observe and support leaders in “deliberate practice” of the skills in 1:1 confidential setting. As do thousands of other executive and leadership coaches. We help to stretch them in these arenas, give them “practices” to improve their skills customized to their specific needs and those of their organization, create a network for support and feedback, and see measurable results. There is a growing body of research that confirms that this “deliberate practice” is effective. We help leaders get results faster than they could on their own, and have developed a shared methodology that is subject to change, as the research changes.

Honestly – I know I’m biased due to the work I do. However, if I believed that leaders couldn’t get better at these fundamental attributes, I’d also lose hope in leadership.

I have read both Colvin’s and Gladwell’s books on the topic, and I remain unpersuaded by the generality of their thesis.

For example, a leader in c-level position will very likely have had to negotiate a number of important problems. Yet, the best training we can give people involves exercises that for the most part cannot be repeated because of their reliance on confidential information.

I agree with your list, but I don’t see how people can deliberately practice the skills you listed.

Lots of things that aren’t quite as tangible to getting a better stroke: clarity in communication, setting a vision, influencing others, setting and achieving a strategy, patience and restraint, delegating effectively, giving and accepting feedback, testing their own (and others’) limits, creating and developing great teams – etc. With each position of leadership these challenges change and require new learning and practice.

Thanks for asking!