By Mike Schultz and John Doerr

Let's pick on corporate leaders. They're easy targets these days. Alive and well are the blatant and vain excesses of the 80s: $6,000 shower curtains, marble toilets, and rare art, but, for sure, these excesses pale in comparison with the criminal greed uncovered in recent years. The shift in the news away from corporate leader-as-hero may not be totally warranted, but the shake up is certain to create plenty of new leadership slots for the corporate captains of tomorrow.

Are you ready to assume one of these choice leadership positions that will be there for the taking? To help find out if you have what it takes, not just to assume one of these positions, but to restore a bit of faith in the roles themselves, I have prepared a simple test. But before you take it, let me relate two stories about leadership that have stuck with me since I heard them at an international conference I produced a few years back.

At the end of the first day of the London conference, after more than eight hours of intense discussions among business executives about corporate management issues, Benjamin Zander, founder and conductor of the Boston Philharmonic Orchestra, took the stage. Zander's presentation, a change of pace for the more than 600 executives in attendance, equated the role of the orchestra conductor with that of a corporate leader.

Zander shared a revelation that had come to him as he was conducting his orchestra. It happened many years into his successful career – a career that has seen his name on many music CD's and, for those of us old enough to remember them, albums. As he stood in front of the orchestra with his baton raised, Zander suddenly realized that he, the conductor, makes no sound. Yes, it was his picture on all the posters announcing the concerts, but by himself, he makes no music.

The job of the conductor is to get the best music out of the musicians. His role is to coach, encourage, support, and occasionally push. But the conductor never makes a sound.

The second insight into leadership came from one of the more traditional business speakers, Mark Thomas, a consultant from the UK. Thomas spoke about the British army. One of the first things the British army teaches its new lieutenants in kind with many other armed services around the world is that the officers eat last. Feed the troops first. In other words, young leaders should never forget that their first concern is the welfare of those they lead.

How do these two examples the orchestra conductor and the army lieutenant relate to corporate leadership? Simply, leadership is not about those of us in executive positions. It is not about our perks, our feelings, our ego, or our span of control. It is not about our options, our houses, our net worth, or certainly, not our press clippings. It is about the people for whom we are responsible. Along with the titles of leader, CEO, vice president, and director comes a heavy burden.

The good news is that leaders can be developed with good role models, leadership development, and encouragement to be true leaders. But before any nurturing can take effect, the leader-in-waiting must start with one essential outlook the understanding that it is about everyone but you.

Now for the test that I promised. Are you ready to lead your company, division, or department through these tough times, times when strong, selfless leadership is essential for survival? Are you even ready to lead your little league team, setting a leadership example for children that will serve them when they grow up?

If you want to know the answer to that question, take a quick look behind you. I can tell you now, if you think leadership is all about you, there won't be anyone following.