There was a time when I thought of leadership primarily as a position earned, a title bestowed. I measured my success largely by how others assessed my performance, and I undervalued my own unique experiences and perspectives. As a new 30-something vice president, this perspective limited my potential as a leader and at times left me feeling unfulfilled. I’ve learned over the years — in leading teams through two corporate acquisitions and in my work with clients as a leadership coach — that one’s full leadership potential is realized not from external validation, but through developing oneself from the inside out.

True leadership is an inner experience expressed out in the world to inspire coordinated action towards a collective goal. By observing others and participating in leadership training, we can cultivate the mindsets and behaviors that research shows are most highly correlated with effective leadership. At the same time, we must remember that leadership is as varied as people, and everyone can be a leader.

I like to think of leadership in three spheres: leading self, leading others, and leading for impact. Developing leadership starts internally, in the core of who we are as people. I’m reminded of summer fruit, like the nectarines my sons ate so many of this June: At the heart of the fruit lies a regenerative core that helps the plant to grow. Leading ourselves well nourishes us as people and helps us become holistic leaders in our personal and professional lives.

Leading Self

Leadership growth is often associated with seeking promotions and developing new skills through training and practice. However, equally important to the doing of leadership is the being of leadership. The being of leadership is invisible, and it’s about self-awareness — about maintaining a deep connection with who we are and what’s most important to us. We can cultivate self-awareness by taking the time to be present to our inner experience, learn from the past, and envision what we want for the future. We can practice our values by connecting deeply with what we care most about, then thinking, speaking and acting in a way that’s aligned with those beliefs. Leading oneself also involves taking care of ourselves to optimize our lives. Good sleep, healthy eating, and physical movement are the backbone of well-being.

As we develop our inner leadership game — the physical, mental, emotional and spiritual — we begin to evolve a leadership style that’s uniquely our own. No one said this work is easy. Paying attention to our inner experience can feel scary and vulnerable as much as it is illuminating and empowering. Through my own increased focus on the being of leadership, I’ve gained a deeper appreciation for my strengths and unique gifts, and I’ve come face-to-face with my weaknesses and limitations. My leadership journey, for instance, brought me to the writing of this article — the first time I’ve put my leadership philosophy on paper to share outside of one-on-one and small group coaching conversations. To lead others well, we must lead ourselves well.

Exploring and articulating our core values is a great starting point for leading ourselves more effectively. With my clients, I frequently use this core values worksheet as an exercise to encourage them to gain clarity on what’s most important to them.

Leading Others

Leadership by nature involves others: It’s the process of influencing people by providing purpose, direction and motivation to accomplish a shared goal. When we shift our focus from our own performance as leaders to an interactive process that involves helping others realize their potential, we move beyond self-awareness to an awareness of the experience of others. We embrace a curiosity about the motivations, needs and perspectives of those around us.

To lead others, we must earn their trust by paying attention, listening, showing genuine care and connection, and being direct and respectful in our communication. In her book “Daring to Lead,” Brené Brown advises that most organizational issues are actually trust issues in disguise. Brown explains how teams can work together to build trust by discussing openly — and practicing — the behaviors that cultivate it, such as setting boundaries, being reliable, and speaking and listening without judgment.

While leading a team through Disney’s acquisition of National Geographic, I experienced how quickly trust can break down amidst uncertainty, volatility and rapid change. Rumors and half-truths fly around in the absence of clarity and direct communication. Building relationships founded on mutual trust and respect doesn’t happen accidentally; it’s an intentional, proactive and ongoing process.

Leading for Impact

The world needs effective leaders more than ever. Humanity faces a complex and interconnected set of global challenges, and technological innovation drives change at unprecedented speeds. The more people are fully engaged in their own lives and motivated to maximize their own potential, the greater our capacity will be to drive change towards a better future.

Leadership that’s developed from within can transcend the context of a particular team, organization or initiative. We can lead everywhere we have influence, starting with ourselves and our families, and expanding to our communities and our organizations. Leading for impact starts with the ability to see what’s possible and to hold a vision for positive change. It also involves believing that we and those around us are creative, persistent and fully capable of achieving our goals.

When we lead for impact, we ask the hard questions and tackle the difficult challenges. We face reality but embrace hope. We tolerate uncertainty and risk in pursuit of positive change. Leading from a centered presence, harnessing the potential of those around us, and setting our sights on an energizing vision is an approach that can help us make change and improve every part of our lives and work.

Beyond title or position, leadership is a daring engagement with one’s whole life. It requires continuous learning and growing, which means frequently revisiting the values that are most important to us in light of new experiences. In his book “On Becoming a Leader,” Walter Bennis writes that true leaders aren’t interested in proving themselves; they want above all to be able to express themselves fully. Throughout my own journey, I’ve tended to the three spheres of leadership. My role as a leader has evolved to include leading as a parent, as a coaching colleague, as a nonprofit board member, and as a small business owner – and it’s ever expanding. The process of becoming a leader can be immensely fulfilling as we leverage our most precious inner resources to maximize our own leadership potential and elevate others to realize their potential.