"I recall the time when I felt ready to lead a company. I had worked for several leaders who had not inspired me. I followed them because of their titles--president, owner, CEO--and because it was a requirement of my position. I learned quickly and repeatedly that if I disagreed with the leader, I would lose, because what they mandated was required. I felt there was a difference between following someone because I had to rather than because I was inspired to. I now realize that I didn't know what it meant to be a leader worth following. The skills I have learned have helped me create a platform of thought leadership that now extends to policy discussions. I have embraced the responsibilities and nuances of leading, understanding that leading is not something I do, it's who I am."