The Essence of Being There: Wakefulness as a Strategic Leadership Tool

Abstract

In the twentieth century, leaders, especially those at strategic levels, became increasingly disconnected from their workforce. As competition became more fierce and widespread, shareholders became less tolerant about error or longitudinal processes, and their demands for rapid returns on investments increased. The augmented pressure from investors kept a parallel trend with the disengagement between leaders and their workforce: as leaders were given less time to deliver results, they had to focus more on corporate strategies and sacrifice their involvement with the workforce. However, now that a shift occurs in awareness among workforce members, through a multiplicity of occurrences, expectations are changing. Twenty-first-century workers are better educated and more aware of their rights, options, and desires, and expect their leaders to be visible, actively participating, respectful, and open to suggestions from employees at all levels. Motivation and collaboration start with connection. Today’s flattening organizational structures, along with less formal yet more diverse and complex work environments, require leaders to be aware of (1) their own strengths and weaknesses, (2) their attitude, including their “soft” and “hard” skills, (3) their short- and long-term goals, (4) their responsibility toward various stakeholder groups, and (5) the legacy they want to leave. While considering the past and working toward the future, leaders have to understand the art of being there.