Peter C. Cairo, David L. Dotlich, Stephen H. Rhinesmith

We work with many scientists, chemists, engineers, and accountants. By training, they are usually able to absorb, digest, and analyze large amounts of information. Their challenge is in making the leap from information to implication. Frequently, head-only leaders will struggle with the implications because wild swings in social, economic, and technological trends undermine logical, fact-based forecasts. Guts-only leaders will miss the boat because their instincts don’t function as well in an era when all the rules have changed and experience (which sharpens instinct) has become less relevant as a predictive tool. And heart-only leaders will have difficulty identifying future trends because they’re drowning in a sea of opinions and feelings—the more they listen, the more open they are to fresh perspectives, and the more confused they become.

We’re not dismissing the strengths of each type of leader. Far from it. What we are suggesting is that in an uncertain, interdependent world, leaders need to avail themselves of all three capabilities if they are to avoid the obvious pitfall of overdoing their strengths.

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