TSLA374.500-4.1699%
GM76.110-1.85%
F12.295-0.2%
RIVN16.050-0.67%
CYD40.405-1.425%
HMC24.080-0.29%
TM192.7800.61%
CVNA399.990-6.74%
PAG161.6801.54%
LAD275.705-1.15499%
AN203.700-0.3%
GPI344.1754.65499%
ABG201.9051.875%
SAH72.0900.51%
TSLA374.500-4.1699%
GM76.110-1.85%
F12.295-0.2%
RIVN16.050-0.67%
CYD40.405-1.425%
HMC24.080-0.29%
TM192.7800.61%
CVNA399.990-6.74%
PAG161.6801.54%
LAD275.705-1.15499%
AN203.700-0.3%
GPI344.1754.65499%
ABG201.9051.875%
SAH72.0900.51%
TSLA374.500-4.1699%
GM76.110-1.85%
F12.295-0.2%
RIVN16.050-0.67%
CYD40.405-1.425%
HMC24.080-0.29%
TM192.7800.61%
CVNA399.990-6.74%
PAG161.6801.54%
LAD275.705-1.15499%
AN203.700-0.3%
GPI344.1754.65499%
ABG201.9051.875%
SAH72.0900.51%


Are you practicing leadership enough to transform ability into skill?

It’s not enough to know how to lead—you have to know how to do it well. On the latest episode of Lessons in Leadership, leadership expert and president of LearnToLead, Dave Anderson, explains why too many managers settle for ability when they should be striving for skill. From hiring to holding people accountable, Anderson says the difference lies in one thing: practice.

During today’s segment, Anderson explains the critical distinction between having the ability to perform a task and being skilled at it. According to Anderson, abilities like conducting interviews, holding team members accountable, or running meetings aren’t enough on their own—especially when the stakes are high.

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He defines “ability” as simply the capacity to perform a task, whereas a “skill” is the ability to perform that task particularly well. “You can hold someone accountable,” he says, “but if you do it poorly, the consequences can be serious—up to and including legal issues.”

Anderson emphasizes that the path from ability to skill is paved with repetition and intentional practice. He draws a parallel to sales training, where frequent role-playing is used to sharpen responses to objections or fine-tune closing techniques. Managers, he argues, need the same kind of discipline: “practice, drilling, rehearsing.”

He encourages leaders to honestly assess the tasks they frequently perform—but may not perform confidently or effectively—and commit to improving. Without that commitment, he warns, it’s easy to start avoiding those critical responsibilities altogether, calling it a “strategy of surrender.”

Anderson also stresses the importance of perfect practice, noting that it’s not just about repetition—it’s about doing it the right way every time. Activities like mock interviews, delivering difficult feedback, and running one-on-ones should all be rehearsed until they’re second nature.

Ultimately, Anderson’s message is clear: leadership excellence doesn’t come from talent alone—it comes from consistent, focused effort to transform everyday abilities into standout skills.

"Practice does not make perfect, perfect practice makes perfect. So if you want to be more skilled, put in the reps." – Dave Anderson
Read More


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