I had been at a meeting too that day, with a man who appoints interim leaders to failing organisations. He was desperate – his pool of talent needed new skills now. They couldn’t simply work the numbers, move them around, appoint consultants and “drive through” a new strategy. They would actually have to lead – and become vulnerable in so doing – because there was no alternative turnaround option.

The world is revealing the difference between people who act it (and act it well) and people who really are leaders – brave, bold, inspiring, unpolished, driven and difficult.