By clearly communicating an inspiring mission, a leader can tap into a great source of energy and motivation for employees. A solid mission communicates why employees are doing something, not just how.
For too long, the primary value exchange between employees and their employers has been time for money, and not much more.
For the majority of us, implementing an innovative idea at a corporation is akin to running a marathon, with no end in sight. In fact, the innovation process is so difficult that even after being patented, 98 percent of ideas never make it to market.
On the covers of business magazines, young leaders are lauded for can-do entrepreneurial spirit. Meanwhile, in the opinion and advice columns of these magazines, young staffers are decried by older colleagues for their endless need to feel special and receive feedback.
Coincidentally, these are increasingly critical qualities for leaders operating in a highly networked global economy. It is scarcely a surprise that women, who are encouraged to nurture those qualities from early in their lives, are consistently rated by their employees as better leaders than men.