When it comes to attributes of highly effective people, there are three longstanding myths that research has shown to be just that. The trio of misguided theories: It is not possible to develop essential qualities and character traits in people—the kind that can drive peak performance, improve corporate culture and employee engagement, and reduce risk and turnover. You can only hire people who possess these attributes; they can’t learn them. It’s impossible to measure improvements in work ethic and such character traits as commitment, follow through, and diligence. Nor can one measure good communication, respect, organizational skills, collaborative teamwork, leadership or integrity. You can neither predict nor measure the ROI of character training development at the individual level, or improvements at the macro level.