Emergingleader: Paul, you spent 20 years in the human resource area, from manager of HR & management development to labor relations. How did this experience lend to your specific interest in the area of leadership research?

Paul Thornton: I spent a lot of time working closely with directors, vice presidents and middle managers. I became curious why some managers produced mediocre results and others produced great results. This curiosity for what makes an effective leader led me to research the art and science of effective leadership.

Emergingleader: Today, you are in the world of academia and call yourself a "teacher first" - " a consultant second": How does the "study" of leadership differ from the "practice" of leadership?

Paul Thornton: "When I study, I am on the sidelines observing - a more passive role. When I am in the game, "practicing leadership", I am challenging people; building confidence, and coaching them on what to do - an active role. When I practice leadership, I am the risk taker, committed to the process of getting people to see new possibilities and pursue bigger goals.

Emergingleader: "Paul, you use the word "coach" a lot - in fact it is one of the 3 C's in your leadership model. The term coach could be said to be overused in business language today. Has this term been around a long time or are you creating it in a new light?

Paul Thornton: "Yes, the term coach has been around for many years and quite often used in sports analogies. Today there is an entire new field called "certified coaches", but I use the term more in a management sense - to initiate action - to develop people to new levels of success.

Note: In the May 18th edition of the Wall Street Journal there was a wonderful story on several leaders of today i.e. Jack Welch and John Chambers. Jack Welch specifically credited his mothers coaching to much of his success today. He mentioned that his mother constantly challenged him, raised the bar. While the term coach in leadership studies may be new, the concept has a long history.

Emergingleader: Your book, "Be The Leader, Make The Difference", often references managers and leaders. Understanding that the gap has been widely discussed, what would you characterize as the difference between a manager and a leader? How does someone develop from a manager to a leader or are they intertwined?

Paul Thornton: First, let me say that today you have to be both. Managers are deeply involved in the planning, organizing, problem solving and controlling functions. On the other hand, leaders energize people to change for the better. Quite simply; leaders challenge status quo- they initiate action for people to achieve greatness. I see five steps a manager can take to evolve in to a leadership role.

1. Read, observe and study people they consider to be effective leaders
2. Experiment in challenging people and building their confidence and capabilities.
3. Practice diagnosing what you think people need to do to perform at a higher level.
4. Read leadership books.
5. After a person steps up and takes on a leadership role, get feedback on all of your approaches.
   All of this is a work in progress.

Emergingleader: You have mentioned that you believe "everyone has untapped leadership abilities that can be developed and utilized". What is the core characteristic that makes up leadership abilities in everyone? What experiences or training develop the abilities so that they can be utilized?

Paul Thornton: The core leadership characteristic we all possess is desire - the desire to make a difference. People want to add value. A leader will use a diagnostic approach to uncover people's strengths through the 3C's of leadership - challenge, build confidence and coach. Leaders not only help people see new possibilities, but they demonstrate great confidence in people's ability to success.

Emergingleader: Much of your work today seems to center around "The 3C Leadership Model". In all due respect, it seems very fundamental - almost Leadership 101. Is leadership that basic or do you feel the model simply serves as the base for building leadership skills?

Paul Thornton: Yes, the model is simple and that's by design. Leaders need a simple theory to guide their behavior. The 3C model points out the interrelationship of various leadership behaviors. As an example: As a leader coaches and trains others, people garner confidence and feel more prepared. As a person's confidence grows, they are more willing to take on bigger and bigger challenge.

Leaders come in all shapes and sizes and use a variety of techniques. What is needed is a model that integrates various actions taken by leaders. A lot of leaders do just one of the 3C's very well and not well on the other two. A great leader does all 3. My model helps leaders carry through on all 3 fronts consistently. - on balance if you will.

Emergingleader: Tell us about the 6 simulated events you refer to that evaluate leadership skills.

Paul Thornton: I was involved in a management assessment program with candidates for management/leadership positions were observed and evaluated on how well they performed certain assignments. This usually involved 6 people in a one-day event. I was one of three observers. The scenarios went like this…

First, Each person was asked to make a presentation to a new group of employees, describing their expectations. In other words, a role-play assuming you are the new manager over a group.

Second and third were group problem solving exercises with no assigned leader. The objective was to see who would surface as a leader. In most cases there were multiple leaders. At different points in the exercise various group members would take on the leadership role.

The fourth scenario was an "in basket" exercise. This measured the ability to prioritize and to link information.

Next was a 1 - 1 counseling session set up as a role-play - dealing with a problem employee.

The sixth part of the process was a production planning exercise designed to see how well the candidates would sort through details to see the big picture.

On day two, the three observers met and compared notes to create an overall assessment. A meeting was then scheduled with a candidate and two observers to provide feedback.

Emergingleader: Was this a win or lose scenario. In other words, no promotion?

Paul Thornton: No, it was just one piece of a much longer process, however it provided useful and important feedback to a candidate.

Emergingleader: What was the percentage of women to men in such programs?

Paul Thornton: There was a good mix of women in the program. I have not researched the leadership differences between men and women, However, there are clearly some exceptional women leaders serving as role models today. As an example, I consider Pat Summit, coach of the Tennessee Volunteers as a leader who does all three parts of the 3C model very well!

Emergingleader: Paul, what sets your research, your philosophy apart from all that is written about leadership today? What is your story?

Paul Thornton: All pieces of leadership are important. The part that has been missing in most leadership research has been how the pieces interconnect. My model provides a vehicle to connect all leadership behaviors in to an easy to use framework.

Emergingleader: Paul what is one thing you would like to say to the future leaders of tomorrow that will help fuel their success as leaders?

Paul Thornton: The greatest part about being a leader is that you help people become more and achieve more than they ever thought possible. My challenge to future leaders is the following:

1. See beyond what is to what you could be.
2. Look for greatness in yourself and others
3. In every situation, try to be both a teacher and a student

Paul B. Thornton is a consultant, trainer and speaker specializing in the areas of management, leadership and team building. Throughout his career, he has been involved in the selection and development of leaders. He is the author of "Lessons From the Best Managers", "The Answers Are on the Office Wall" and "Be The Leader, Make The Difference" 2000 Griffin Publishing Group, Torrance, California. Visit Paul's leadership site at www.betheleader.com

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