Setting direction is the first task of leadership. That’s because, by definition, you’re only leading when others are following. Leaders, that is, are supposed to say, “Follow me!” Those who are supposed to follow have every right to ask, “Where to?”
“I don’t know” is not an answer likely to garner energetic enthusiasm. But even if you have a better answer, you aren’t done answering questions. Like, for example, the logical follow-up: “How will we get there?”
When CIOs set direction, they need to articulate a vision — a compelling account of a future state that is, in most respects superior to the way things are today. Then they need a plan — a recounting of the work that will have to get done to turn today’s reality into tomorrow’s improvements.
