In the still-raging debate over my two HBR posts about why “Great People Are Overrated,” the one (and perhaps only) question that went under-discussed might be the most important question of all: How do you know a great person when you see one? In other words, is “greatness” purely a matter of raw brainpower and technical virtuosity, or is it impossible to discuss individual talent without thinking about the team, the enterprise, and the very mission of the organization?

Here, then, is the final installment in my Great People Trilogy for HBR, designed to help you answer that question. Join the discussion!