Pericles, the ancient Greek politician said, "What you leave behind is not what is engraved in stone monuments, but what is woven into the lives of others." His words are particularly appropriate for leaders today, especially as they pertain to how leaders measure their impact.

The media usually tout the successes of leaders in terms of how much the business has grown: its market share, its profitability, or its share price. Rarely, if ever, do we read about the effect leaders have on the people whose lives they touch. Too bad. The best leaders do, in fact, leave behind things that are "woven into the lives of others."

"I wouldn't be where I am today if it weren't for him."

Jack became a CEO only because his former boss recognized something in him that he didn't see in himself at the time. His boss took him under his wing, provided numerous challenging opportunities, and advised him along the way. Without that behind-the-scenes support, he wouldn't be where he is today - the CEO of a several billion-dollar company. Knowing he can never repay his former boss and mentor, he tries to do for others what was done for him - finding and nurturing talented leaders.

"She taught me how to be tough and caring at the same time."

Jeannette started out in software engineering, thinking that would be the best place to use her technical skills. As she moved up and began to grapple with the various difficulties of dealing with people, her tendency was to avoid conflict and to give people numerous second chances. And then she got a new boss, Miriam. Watching Miriam have honest and forthright conversations about performance, while still demonstrating an ability to care for the person, became an important and lasting lesson in how to deal with people.

"He encouraged me to leave the company."

Wally fully expected to stay at the company he joined right out of college far longer than he did. During his annual performance review at the end of his second year, his boss at the time wondered why Wally hadn't already left the company. Surprised by the comment, Wally asked his boss to explain what he meant. His boss explained that over his more than thirty years in the business, he had seen a lot of people hired. Many stayed, some left. He observed that Wally was far more like those who left, because he didn't have the same passion for and interest in the work and because it was clear that his passion lay in other areas. He encouraged Wally to think about what he really wanted to do with his life and decide if staying was right for him or not. Within the year, Wally left to take job in a completely different industry, one in which he has been both happy and successful. Were it not for his former boss, he wouldn't have found his life's work.

"I wouldn't have figured it out, if she didn't take the time to show me."

Dan's boss taught him how to sell. His finance and economics background had served him well early in his career, but eventually he realized that if he wanted to move up, he had to transform himself from a technical expert into someone with broader business skills, especially in sales. However, he had no experience or training in sales and had always looked on sales as a dirty word. His boss at the time, a former IBM salesperson, took him under her wing and took time to explain to him how she sold, had him watch her engage with clients and prospects, and worked with him to improve his sales skills. Most importantly, she helped him to overcome his reluctance and negative perception of sales and to see it as a vital and valuable service to the company and its clients. With time, he became one of her most successful protégées.

"Working for him was like getting a graduate degree in business."

The government contracting company's major focus in hiring was to acquire the best available technical talent, knowing that some of them eventually would have to acquire business skills in order to advance. Jose was fortunate to work for Rahul, who earned an MBA from Wharton and did everything he could to help his direct reports understand the business of the business, in particular the financial and operational aspects. Rahul provided the kind of real-world understanding of what made the business run that became the foundation for Jose's ability to run a business successfully.

"It was how she dealt with people that has stayed with me all these years."

Ibrahim knew his boss was different from the very first day, when she spent more than an hour talking with him about his life, his family, his education, and his interests. She made it clear that she cared about him as a person first and foremost. It didn't matter what the situation was, she always demonstrated her caring for others. Even when she had to give negative feedback or other bad news, she found a way to help people feel that they mattered, were understood, and were supported. It was a lesson he used as he advanced in the company.

What will you leave behind in the lives of others? How do you know? What can you do to enhance your impact on others?

In a recent Washington Post article on leadership and sports, Robert Hogan is quoted: "The academic study of leadership has failed, and the reason is that it focuses on the leader, when the appropriate focus is on the followers."

Hogan believes that it's important to find out first what followers look for in their leaders and to use that as the starting point in determining what good leaders should be like.

What do your subordinates expect of you? How do you know? How can you find out? How do you measure up to their expectations?

James A. Garfield, 20th President of the United States, wrote, "I have so long and so often seen the evil effects of the presidential fever upon my associates and friends that I am determined it shall not seize me. In almost every case it impairs if it does not destroy the usefulness of its victim."

His comments about the effects of raw ambition on those who aspire to be the president apply to other leaders, too. Leaders who are excessively concerned about their next promotion often take short cuts, ethically and otherwise, that undermine their leadership.

How have you seen ambition destroy the usefulness of leaders? What did they do for that to occur? What steps can you take so that it doesn't happen to you?

Email archie@archietinelli.com