Unabashedly borrowing the title from General Norman Schwarzkopf's book, the subject of how leaders become leaders through the ages is fascinating. Often, it also offers a jarring collision with the ironies of mankind.  For students of military history who've cracked open chronicles of the Third Reich we find the rotund and decadent Hermann Goring: Commander in Chief of the German Air Force, Air Minister, veteran of the once famous "Richthofen Circus" of World War One, arch-apostle of Hitlerism, taker of drugs, lover of fine wines and gorgeous uniforms, a dilettante of fine art, a man of brilliance with no balance. A man of rages and polished calm, Goring was above all, the political and psychological leader of Germany's re-born Luftwaffe.

David Petraeus was born in Cornwall-on-Hudson; his mother American, his father an immigrant from the Netherlands. Petraeus worked his way into West Point, the hallowed academy of Grant, Lee, McArthur, Patton and countless sentries in the long gray line of history. Unlike Goring Petraeus pursued one aim: self actualization through zeal, ambition, and success. His merit earned limitless awards and recognitions, leading to Commands including U.S. Central Command - Iraq, International Security Force / United States Forces Afghanistan, and now, an appointment to lead the Central Intelligence Agency.  So, forward into the future for history's review and adjudication are the two aforementioned opposites; leaders if you will, enveloped by dangerous and unforgiving times.

Ironies of this sort are everywhere; Bernie Madoff and Bill Gates, Cal Ripken and Barry Bonds; examples of the Odd Couple of their chosen field. Thus we starkly stare at the obvious; leaders come in all shapes and sizes, Bashir Asad or Margaret Thatcher, they travel different paths for a plethora of reasons. And when at the pinnacle they act out their leadership with shining acts of brilliant strength tempered with magnanimity, or through dark malevolent acts of recidivistic destruction. Most leaders of course are benignly in the middle, filling their term at the top until unseated by a better one, or ravaged by time and responsibility.

In the leveling wind for those who follow any leader, there is caution whispering "Be careful; respectfully follow the plan but always cut the cards." Every CEO is not necessarily well equipped with empathy or brilliance, nor are they automatically well-intended.  Others less flamboyant or charismatic may have traveled the unconventional route of accidental success. Some of history's monuments to leadership are those who never sought it, but were instead thrust into a crucial situation by the rhythms of destiny, only to accomplish unimaginable triumph.

There is an old saying at West Point that cautions, "You can't tell what a warrior looks like." It alerts us to the Professor Harold Hills of business, politics, or social interaction. You'll know you're serving an effective leader when they lead by deeds, not words, and judge their people through potential as opposed to pedigree or wardrobe.