Recently I had the privilege of talking to one of the committee chairs of the Council on Litigation Management (CLM) National Women's Forum about our personal and collective commitment to professional development in claims. At some point, the conversation meandered to the subject of leadership. Anticipating that she would relay a potent panacea of ideal characteristics, strategies, and behaviors, I was surprised when she stressed that there is neither a fixed solution nor an endpoint.

Even more intriguing was the fact that she refrained from using small buzz words with big meanings, such as “innovation” and “vision.” Instead, she emphasized the value of self-assessment and how the path to success is paved by not trying to emulate the leadership style of someone else but rather by identifying your own strengths, defining a style accordingly, and working from there. There is no final destination, only a continuous evolution.

All too often leadership is enshrouded in mystery. To be a “leader” means to be part of an elite club embodying almost superhuman attributes. The overwhelming improbability of ever measuring up to an abstract list of traits can cause even the most confident to buckle under pressure. Perhaps what is more inspiring and downright practical is the notion that a leader, though effective, is, alas, not perfect.