CEO: When I meet someone with these 4 traits, I try to hire them 'on the spot'—they are 'rare but invaluable'
Think you know what bosses are looking for? Think again.
Getting hired and promoted used to hinge on traditional leadership traits like executive presence and vision. But in today's world, those aren't enough. As a CEO, board member and MBA professor, my research shows that a sharper, more relevant set of criteria is rising to the top. And it's long overdue.
At NYU's Stern School of Business, I teach a popular class called "Becoming You." Students start by identifying their values using a tool called The Values Bridge, then explore careers that match their aptitudes and emotional, intellectual and economic needs. Finally, and critically, they assess their leadership capacity.
I used to rely on old-school aptitude tests for that last part (think: the kind your college counselor used). But over time, I saw that those tools were built for a world that no longer exists. Today's professionals face nonstop change, geopolitical chaos and ambiguity about, well, everything.
So I set out to identify the traits that actually matter now — and tested them through consulting projects with a dozen companies across industries. Focus groups and manager surveys refined the list. And now, I use these four traits in every hiring decision I make.
When I see all four in one person? I try to hire them on the spot.
The business environment today is fast, unforgiving and always on. Leaders need uncommon levels of physical and mental stamina — and not in short bursts, but continuously. Nerve means making fast, high-stakes decisions with incomplete or conflicting information. That takes real confidence.
It also means having the courage to deliver tough truths with empathy. People who combine candor with kindness are rare — but invaluable. Nerve is courage, clarity, speed, transparency and an unrelenting bias for action.
According to LinkedIn, professionals needed to update 25% of their skills every 18 months from 2015 to 2020. That "skill churn" is expected to hit 65% in the years ahead. So yes, adaptability has always mattered. But today, it's mission-critical.
Elasticity isn't just tolerating change — it's actually enjoying reinvention. It's a mindset that says, "Bring on the new." I often look for what I call "irregular relationships": friendships, mentorships or collaborations with people very different from oneself. They signal flexibility, openness and the social curiosity that underpins comfort with change.
It's always been important to be steady at work. What's changed is how rare it's become. Managers tell me their best people are anxious, withdrawn or just worn out. The pace and pressure of work today are real — and intense.
That's why managers are putting a premium on soundness: a bundle of traits that includes positivity, accountability, resilience and self-awareness. You can ask colleagues for feedback on the first three. But self-awareness? That's the only trait on this list you can — and should — test for. If you're job searching or feeling stalled in your career, start there.
In a world that's always changing, your currency is your currency. In other words, how "current" you are (on trends, technology, culture and ideas) directly affects how valuable you are to your organization.
Gone are the days when you could stay informed just by talking to colleagues or skimming a few news platforms. The most successful people don't just absorb what's next — they share it in-house, sparking fresh thinking across teams. Wonderment is intellectual curiosity, cultural fluency, peer around corners and the proactive instinct to bring the outside in.
Wondering how you would rate on all of these traits? You can find out for free using The Career Traits Compass, which I designed to help both my MBA students — and professionals seeking career growth.
Now, obviously, every role has its own must-haves. Values matter. Skills matter. But these four traits? They're what every leader is quietly scanning for. And if you've got them all, trust me: Someone is already plotting how to hire you.
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CEO: When I meet someone with these 4 traits, I try to hire them 'on the spot'—they are 'rare but invaluable'
Think you know what bosses are looking for? Think again. Getting hired and promoted used to hinge on traditional leadership traits like executive presence and vision. But in today's world, those aren't enough. As a CEO, board member and MBA professor, my research shows that a sharper, more relevant set of criteria is rising to the top. And it's long overdue. At NYU's Stern School of Business, I teach a popular class called "Becoming You." Students start by identifying their values using a tool called The Values Bridge, then explore careers that match their aptitudes and emotional, intellectual and economic needs. Finally, and critically, they assess their leadership capacity. I used to rely on old-school aptitude tests for that last part (think: the kind your college counselor used). But over time, I saw that those tools were built for a world that no longer exists. Today's professionals face nonstop change, geopolitical chaos and ambiguity about, well, everything. So I set out to identify the traits that actually matter now — and tested them through consulting projects with a dozen companies across industries. Focus groups and manager surveys refined the list. And now, I use these four traits in every hiring decision I make. When I see all four in one person? I try to hire them on the spot. The business environment today is fast, unforgiving and always on. Leaders need uncommon levels of physical and mental stamina — and not in short bursts, but continuously. Nerve means making fast, high-stakes decisions with incomplete or conflicting information. That takes real confidence. It also means having the courage to deliver tough truths with empathy. People who combine candor with kindness are rare — but invaluable. Nerve is courage, clarity, speed, transparency and an unrelenting bias for action. According to LinkedIn, professionals needed to update 25% of their skills every 18 months from 2015 to 2020. That "skill churn" is expected to hit 65% in the years ahead. So yes, adaptability has always mattered. But today, it's mission-critical. Elasticity isn't just tolerating change — it's actually enjoying reinvention. It's a mindset that says, "Bring on the new." I often look for what I call "irregular relationships": friendships, mentorships or collaborations with people very different from oneself. They signal flexibility, openness and the social curiosity that underpins comfort with change. It's always been important to be steady at work. What's changed is how rare it's become. Managers tell me their best people are anxious, withdrawn or just worn out. The pace and pressure of work today are real — and intense. That's why managers are putting a premium on soundness: a bundle of traits that includes positivity, accountability, resilience and self-awareness. You can ask colleagues for feedback on the first three. But self-awareness? That's the only trait on this list you can — and should — test for. If you're job searching or feeling stalled in your career, start there. In a world that's always changing, your currency is your currency. In other words, how "current" you are (on trends, technology, culture and ideas) directly affects how valuable you are to your organization. Gone are the days when you could stay informed just by talking to colleagues or skimming a few news platforms. The most successful people don't just absorb what's next — they share it in-house, sparking fresh thinking across teams. Wonderment is intellectual curiosity, cultural fluency, peer around corners and the proactive instinct to bring the outside in. Wondering how you would rate on all of these traits? You can find out for free using The Career Traits Compass, which I designed to help both my MBA students — and professionals seeking career growth. Now, obviously, every role has its own must-haves. Values matter. Skills matter. But these four traits? They're what every leader is quietly scanning for. And if you've got them all, trust me: Someone is already plotting how to hire you.
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Through her work, she helps others shift their mindset at work so that they can go from overlooked to unforgettable. Here's how she reframed her beliefs to take ownership of her career: Before: Hard work alone will pay off. After: If no one sees my work, it will be like I didn't do it. I need to actively share my accomplishments. Before: My network will grow naturally. After: I need to make sure I'm actively building relationships, not just when I need something. Before: Feedback comes during annual reviews. After: Feedback should be continuous if I want to grow faster. Before: Promotions and raises happen with enough time. After: I need to advocate for myself at every opportunity. Lee takes these new mindsets a step further: She believes that every person should be the CEO of their own career. According to Lee, 'Bringing the outlook of a CEO to my career changed how I interact with people on a day-to-day basis. It made me proactive, rather than passively letting things happen to me. It made me think more strategically about my career by being more vocal about my goals and intentional with building relationships. I began examining company metrics and considering how my work contributed to the bottom line. It boosted my confidence, allowing me to feel more in control, and ultimately put me in the driver's seat of my career.' So, how can you become the CEO of your own career? In order to figure out how you want to be seen, you first need to understand how your colleagues currently perceive you. If you're unsure, 360 reviews can help you gather feedback about your performance and reputation from different levels of colleagues and managers. You can then use this information to help you understand what others think about you. What's the gap between how your colleagues see you now and how you want them to see you in the future? Once you're aware of that gap, you can figure out the steps to move from where you are today to where you want to be. Lee recommends dividing a piece of paper into two columns: on the left, write adjectives for how your colleagues currently describe you, and on the right, list adjectives that represent how you actually want to be seen. 'Self-reflection can sometimes be a challenge,' Lee says, 'but going through the steps can help you become more aware of your brand and identify what others might not see.' Once you've defined your brand, you need a way to communicate it effectively. That's where your unique, powerful introduction (UPI) comes in. 'Introductions are one of the most important situations to create a strong impression, but so many people miss this opportunity,' says Lee. She suggests crafting a UPI that includes any of the following: Lee's UPI from her time at Prezi evolved from: 'Hi, I'm Lorraine. I lead the editorial team,' to: 'Hi, I'm Lorraine, and I lead the editorial team. We collaborate with business leaders to create content that educates and inspires millions of users.' This new phrasing not only clarified her role and what she did but also added credibility by showcasing the scope and impact of her work. Your UPI should help you stand out, and can change depending on where you're using it, too. For example, if you were to use it in your LinkedIn headline or in a LinkedIn post, it can open the door for opportunities like media interviews or speaking engagements, Lee says. When your UPI transcends company walls, 'It's free brand awareness for your company and amazing visibility for you.' Once you've clearly defined your professional brand, focus on nurturing your network. Lee recommends checking in with key and new connections every few months, even if it's just to share something helpful you've learned that you think will benefit them in their role. Another option is to create a networking tracker to stay organized and ensure you're regularly maintaining important relationships. 'Just like setting aside time for family and friends, you have to create time to nurture your professional relationships,' Lee says. 'There's nothing inauthentic about doing a good job at keeping in touch.' Nurturing your network means staying in touch and fostering genuine, long-term relationships. It's not just about being there when you need something— it's about ensuring those connections are strong and mutually supportive. Being intentional with how you communicate is crucial for your professional presence. Lee suggests that minor adjustments to your phrasing can make a significant impact on how you're perceived. Instead of saying, 'I'll try to get it done next week,' say, 'I will get this done by Tuesday' to come across more confident and on top of things. Removing your use of minimizing language like 'just' or 'sorry' can help you avoid sounding unsure of your point (and yourself). Lee also emphasizes that avoiding upspeak—where your voice rises at the end of sentences as if you're asking a question—can make you sound more confident and authoritative. The way you phrase your requests and communicate can reshape how others perceive your authority and leadership, putting you in greater control of your career, according to Lee. By applying these steps, along with many others outlined in her book, Lee was able to raise her profile both internally and externally, strengthening her brand within and outside her organization. In her new book, Unforgettable Presence, Lee teaches readers how to take control of their career trajectory and build a professional presence that leaves a lasting impact.
