The most innovative technology project teams are not traditional hierarchies with an autocratic leader and docile followers. Rather, they are more like heterarchies where leadership shifts according to who has the relevant knowledge at a particular point in the cycle of creation. But until all technical professionals become skilled at getting their ideas across and enhancing or criticizing the ideas of others without causing friction, even heterarchies will need leaders who infuse a can-do spirit of initiative and collaboration. Most people are not born with these leadership skills. Research by myself and others shows that scientists and engineers, in particular, tend to be natural introverts, wary about what they can expect from people. They tend either to be too hard on people, overly demanding of themselves and others, or too soft and withdrawn, not making it clear what they need from others. To transform them into leaders for heterarchy calls for a form of alchemy, like turning lead into gold. And that is exactly what Gail Williams and her associates at NASA's Goddard Space Flight Center have shown to be possible in a nine-month program called, appropriately, Alchemy. It offers individual and group learning, including coaching by staff and peers. The time commitment varies from 15 to 30 percent of a participant's working time. have met twice with Gail and graduates of the program who have described what they've learned and how it has made them better leaders. A little over half of those met were women, and although the male graduates were equally enthusiastic, the program has had an exceptionally positive impact on women, including some with contrasting personalities. Bolder, More Courageous One woman said the program made her bolder, more courageous. She developed a stronger presence and clarity about giving directions. She learned how to encourage her team and also when and how to say no. Instead of responding to the ideas of team members with I don't know, but . . ., she became clear in her responses, whether positive or questioning. Another woman said she learned to be softer, more willing to listen and collaborate, to accept that others had relevant knowledge. She said, been to many leadership programs and was told was too hard, that my standards were too high. I'd leave these programs feeling worse. But in Leadership Alchemy learned can choose to be as want to be, and that can forgive myself and others when we don't meet the standards set. The program graduates met, both women and men, have learned to manage a team's mood, to accentuate the positive and inject energy into a group, especially when people have felt insecure in the midst of disruptive change. Marc Imhoff, who leads an important earth science mission at Goddard, said that the Leadership Alchemy changed his basic attitude toward people. Before, he struggled with pessimism, was often impatient with people, and tended to be autocratic. Then, he learned that cynicism is not the same thing as wisdom. He practiced giving people in his group permission to teach him. He realized that to be an effective leader, he had to be a good follower. He told me that it became clear to him that a philosophy of command and control doesn't work well with scientists and technical staff, especially the younger ones. To gain great results, to engage people in a common purpose and shared vision, a leader needs to avoid a negative attitude and create optimism and enthusiasm. What's the Magic? How is this psychological alchemy achieved? What's the magic? The basic assumption of the program is that leadership is more than what a person knows. …