A majority of managers just don't understand what it means to be a leader.

That's a conclusion that I draw from a recent global survey by McKinsey and Company about what it takes to manage corporate performance. Only 48% of managers surveyed believed that they need to inspire and only 46% believed it was their responsibility to provide direction during this crisis. The numbers for inspiration and direction actually drop to 45% and 39% respectively when considered as behaviors for how to manage post-crisis.

More troubling, only 30% of managers felt that they needed to motivate their employees during the crisis and just 23% did post-crisis. The need for accountability ranked low too, just 23% for crisis and only 18% post-crisis. Innovation also ranked low, just 33% believed it was necessary now, but some 46% did believe it was necessary post-crisis.

If a majority of managers do not feel that inspiration and direction are necessary for managing corporate performance, and that motivation and accountability are not essential, then our companies are in far worse shape than imagined.

The study does not measure what I believe most managers think their jobs are: getting things done. But execution without adequate leadership is short-sighted. It will carry a company through a quarter or a year, but it will not provide a foundation for what organizations really need to do, and that is to grow. Leadership requires foresight as well as the ability to execute. Foresight points you in the right direction so that your execution can serve customer needs now and lay the foundation for continued service.

Therefore, it is necessary to reframe what inspiration and direction means.

Inspiration, as McKinsey describes it, falls under "leadership... so that leaders inspire others and shape their actions." The word inspiration may confuse, even overwhelm, most managers because they may feel they need to orate like Winston Churchill or lead like Colin Powell. No, inspiration is rooted in personal example. Managers can inspire by putting employees in position to succeed and then by helping them get the work done right in a timely fashion. More importantly, good managers connect with their employees individually to support, coach, and challenge them to succeed. That all adds up to creating a more inspired workplace.

Direction, as the McKinsey survey sees it, is "capacity to articulate where company is heading... and to align people properly." Few managers I know would disagree with that concept, but many will think it is senior management's job, not theirs. It's too bad, because alignment (getting people to pull together for the same goals) actually happens on the front lines. It is up to managers to ensure that people understand what is expected of them and how they must execute. That requires good direction.

There is one company seeking to rethink what it means to lead. According to the Wall Street Journal, GE has revised the curriculum at Crotonville, its famed management development center, to learn from mistakes it made in the current recession. There is an emphasis on teaching executives to focus on humility and listening as well as encouraging them "to challenge assumptions, think more globally," and be "more accountable." Listening, humility, and accountability are good first steps to inspiration; and assumption busting and global thinking may help with setting better direction.

Leadership is essential to improvement. While more than two-thirds of Americans, according to the National Leadership Index for 2009 published by the Harvard Kennedy School, believe "we have a leadership crisis," nearly nine in ten (87%) believe that "problems we face today can be solved through effective leadership."

Clearly leaders have their work cut out for them.

We all want loyal customers that come back again and again. We want people that trust our products and services and identify emotionally with our brand. The big question is, “How is that done?”

Some companies spend millions on adverting and clever slogans, but I came across a story I think helps put it all in perspective.

Last Friday I was in Atlanta, where I gave a talk on social media marketing at Dan Kennedy’s InfoSUMMIT conference.

I’m something of a fish out of water at a Glazer-Kennedy event. For example, unlike at Blogworld, I’m the only person in a room of 800 who has pink hair.

I wasn’t sure they’d be too receptive to what I had to say, but they surprised me.

They were warm, welcoming, and extremely interested in my no-shortcuts, no-magic-beans answers to their questions about how to use social media for marketing and business.

So in honor of Dan Kennedy, who sometimes styles himself as the “Professor of Harsh Reality,” I thought I’d talk today about some of the not-so-kumbaya aspects of social media marketing.

Harsh Reality #1: No one is reading your blog

As far as anyone can figure, there are about 200 million blogs around the world. Technorati tells us there are about 900,000 blog posts made every 24 hours.

The world is not waiting breathlessly to hear what you have to say about losing weight with acai berries, making big money as an affiliate marketer, or how to join your Secrets of the Breakthrough Millionaire Insider Guru Mastermind Platinum Club.

Me-too content gets ignored. Scraped and remixed junk won’t cut it. There’s too much good content that you need to compete with. And there’s no magic system that can replace sitting in front of your keyboard and producing something that somebody wants to read. (Or partnering with someone who can.)

If you don’t have a great answer to the question “Why should anyone read your blog?” you’re going to be pretty unhappy with your results. That’s why we spend so much time teaching you how to produce better, smarter, more effective content.

Harsh Reality #2: You’ve got to give (some of) your best stuff away

It’s very natural to expect to get paid for what you do. And you should have a business model that leads to exactly that.

But first, you’ve got some dues to pay.

Commenter Corree Silvera mentioned her favorite Brian Clark quote from this year’s Blogworld Expo:

Don’t sacrifice a lot of money later for a little money now.

The answer to the question in Harsh Reality #1, “why should anyone read your blog?” is that you’re going to give away some of your best, most valuable, most life-improving material away for free, within a well-defined content marketing plan.

Just remember Sean d’Souza’s bikini concept. You can give 90% of it away, but there will always be people who will happily pay to see that last 10%.

Harsh Reality #3: It will eat your life (if you let it)

Social media marketing would be pretty easy if we never had to eat, sleep, shower, or hang out with our kids.

But if doing those things is important to you, you’re going to have to set some boundaries.

Know what you want to do with social media, keep yourself focused, and set a timer if you have to. The tools are amazing, but so is their power to distract you from what you’re trying to accomplish.

Harsh Reality #4: Social media hates selling

Is there anything more pitiful than that guy who gets on Twitter and won’t shut up about how he can put you in a condo today with no money down despite your lousy credit rating? Even the spammers are blocking this dude.

It’s really hard to sell products and services in social media, mostly because this audience hates salespeople worse than they hate Microsoft. You may be able to get some limited success out of it, but more likely you’ll be banned, blocked, shunned, and abused.

Instead of promoting a product or service, promote fantastic content. Promote a great special report or an amazingly valuable email course. Promote wonderful stuff that you’re giving away.

Use excellent free stuff to build authority and trust. Then you have the right to make an offer and possibly do some business. Not before.

Harsh Reality #5: What they say is a million times more important than what you say

Your marketing might be beautifully executed. You might have a special report that goes more viral than H1N1, a great-looking blog that hits Digg twice a day, and an email marketing sequence that copywriting genius Gene Schwartz would have been proud to write.

If your reputation sucks, none of it matters.

People with lousy products, crummy business practices, and shady backgrounds get found out. And word spreads with frightening speed.

Treat people right, because if you don’t, you will be exposed. And it will not be pretty.

Harsh Reality #6: A blog is not a marketing plan

Blogs are cool, but a single useful tool isn’t the same thing as a solid business and marketing plan.

Blogs are just one way to get your best content out there, and they work best when you pair them up with email autoresponders, special reports, Twitter, and any of a dozen other powerful tools.

Just hanging out and being cool isn’t enough. If you’re in social media to do business, you have to develop a strategy for taking mildly interested strangers and turning them into raving fans . . . and customers.

Harsh Reality #7: You don’t get to opt out

Businesses that think they can ignore all this “Twitter stupidity” tend to get painfully rude awakenings.

The conversation will happen with or without you. You definitely don't need to respond to every chucklehead with a Facebook account (and you shouldn’t), but you need to keep your ear to the ground, and you need a clue.

OK, enough about harsh reality already! If you want our best advice about what to do to create a great online business, subscribe to Internet Marketing for Smart People, the Copyblogger email newsletter. It’s some of our best stuff, no junk, no fluff. And of course we will never, ever spam you or share your information with anyone.

About the Author: Sonia Simone is Senior Editor of Copyblogger and the founder of Remarkable Communication.