In observing the presidential candidates during their campaigns, you could conclude that a "me" focus has again emerged. Of course the candidates state they are seeking office to give the American people a new life, a better economic climate, a change for the future, and a secure environment for our children.

You hear a lot of pronouns like "I, me, I, we, I, you," and of course, "I." "Vote for me because I am the best candidate for this country." Actions such as sitting down with a group of blue collar workers to have a cup of coffee, shaking hands with the elderly at a town meeting, behaving like an ordinary Joe or Jane, and kissing babies are designed for only one thing-"Vote for me!" Would the candidates mingle with these good people under other circumstances? Or do they only care when a vote is needed?

You could also question whether their motives are really about bettering our country or if they are more about leaving a personal legacy with one's name permanently engraved in American history. The same issues can be raised for the leaders within our profession-and of yourself. Do you want to be the leader of your practice group, a CEO of a hospital, a president of a large company, or a chancellor of a university simply to have a sense of personal accomplishment? Or do you seek such positions so you can better the organization or the lives of the people you lead?

Jack Welch, the former CEO of General Electric, clarifies these leadership questions: "The day you become a leader, it becomes about them," Welch said. "Your job is to walk around with a can of water in one hand and a can of fertilizer in the other hand. Think of your team as seeds and try to build a garden. It's about building these people," he insisted. "Only you will know the team . . . That's right. The minute you move from being a task-oriented professional to being a manager of people, it stops being about your individual talents, your successes, and starts being all about coaching, motivating, teaching, supporting, removing roadblocks, and finding resources for your employees. Leadership is about celebrating their victories and rewarding them; helping them analyze when things don't go to plan."

Leadership is really about the people you work with each day. It has little to do with your own position, but a lot to do about improving the capabilities of your team by becoming their champion, giving them the resources they need, and removing barriers so they can perform at ever higher levels. Some leaders become insecure or even jealous when their team excels. They fail to realize that when their team does well, they also succeed. It's only when there is a healthy culture of "we" and "us"-working together for a common mission-that an organization can flourish. And that culture starts at the top with a leader that is focused on empowering others.