To Lead, Create a Shared Vision
In an ongoing project surveying tens of thousands of working people
around the world, we asked, “What do you look for and admire in a leader
(defined as someone whose direction you would willingly follow)?” Then
we asked, “What do you look for and admire in a colleague (defined as
someone you’d like to have on your team)?” The number one requirement of
a leader—honesty—was also the top-ranking attribute of a good
colleague. But the second-highest requirement of a leader, that he or
she be forward-looking, applied only to the leader role. Just 27% of
respondents selected it as something they want in a colleague, whereas
72% wanted it in a leader. (Among respondents holding more-senior roles
in organizations, the percentage was even greater, at 88%.) No other
quality showed such a dramatic difference between leader and colleague.
In an ongoing project surveying tens of thousands of working people
around the world, we asked, “What do you look for and admire in a leader
(defined as someone whose direction you would willingly follow)?” Then
we asked, “What do you look for and admire in a colleague (defined as
someone you’d like to have on your team)?” The number one requirement of
a leader—honesty—was also the top-ranking attribute of a good
colleague. But the second-highest requirement of a leader, that he or
she be forward-looking, applied only to the leader role. Just 27% of
respondents selected it as something they want in a colleague, whereas
72% wanted it in a leader. (Among respondents holding more-senior roles
in organizations, the percentage was even greater, at 88%.) No other
quality showed such a dramatic difference between leader and colleague.
No comments:
Post a Comment