C a pa b i l i t y 4 : d e v e l o p i n g h i g h - v e l o c i t y s k i l l s i n o t h e r s most people in their fifties and sixties. But in the face of down- sizing and offshoring--and always dreaming of helping reinvig- orate American manufacturing--Dallis left for Toyota, the automaker that was most aggressive about increasing design and production in North America. Their shared objective was that, after a period of initiation, he would become a senior leader, probably at Toyota's flagship plant in Georgetown, Kentucky. One might have expected a quick transition for someone with Dallis's credentials--perhaps a round of cursory walk- throughs and introductions. Given Toyota's emphasis on shop-floor operations, perhaps he would also do some hands- on line work and visit dealerships for direct customer contact, but soon he would have substantial managerial responsibility. However, that was not the case. Learning to lead at Toyota was a months-long effort managed by a more experienced