By Sénamé Agbossou The Data is Telling a Remarkable Story When I launched the Work Energy Types Assessment three weeks ago, I hoped it would help a few dozen leaders understand their natural work patterns better. I never expected what's happened instead. As of this morning, over 1,000 leaders from 23 countries have discovered their Work Energy Type. The data emerging from their responses is revealing patterns about modern leadership that I think every executive needs to understand. Today, I want to share what we're learning, because these insights aren't just interesting, they're actionable. The Global Energy Audit Here's what 1,000+ leaders are telling us about how they naturally work: 32% are Builders - People energized by creating systems and turning ideas into lasting reality. They're the backbone of execution in organizations worldwide. 24% are Drivers - Results-oriented leaders who thrive on momentum and achievement. They're the engines of organizational progress. 19% are Connectors - Relationship-focused leaders who bring teams together and create collaborative energy. They're the social fabric that makes everything else possible. 15% are Sensemakers - Strategic thinkers who provide clarity and long-term perspective. They're the navigation system for complex decisions. 10% are Explorers - Innovation-driven leaders who thrive on discovery and breakthrough thinking. They're the scouts for future opportunities. But here's the most striking finding: 74% report being energy misaligned in their current role. The Energy Misalignment Crisis The data reveals something profound about modern work: we're systematically placing people in roles that work against their natural energy patterns. The Builder's Dilemma Maria, a Builder from Barcelona, wrote: "I'm in an 'innovation strategy' role, but what energizes me is creating the systems that make innovation sustainable. I spend my days brainstorming when I want to be building." The Explorer's Trap David from Dublin shared: "I'm an Explorer managing a team that needs steady execution. I feel guilty for being bored by operational excellence, but the assessment helped me realize I'm not lazy, I’m just wired for discovery, not maintenance." The Driver's Bottleneck Elena from Amsterdam discovered: "I'm a Driver leading a team that needs more collaborative decision-making. I was frustrated that they couldn't match my pace, but I learned they weren't slow; they just needed different energy to do their best work." The Ubuntu Revelation What's most exciting isn't the individual discoveries. It’s what happens when teams take the assessment together. Alex, who leads a software team in Nairobi, had his entire department complete the assessment. Here's what they discovered: "We had three Builders, two Connectors, one Driver, and one Sensemaker. We'd been trying to work like a startup: fast, flexible, constantly pivoting. But most of our team was energized by stability and systematic progress, not rapid change." They restructured their work to play to their collective energy: longer development cycles with clear milestones, regular team connection points, and strategic review sessions where their Sensemaker could contribute perspective. The result? Their next product release was delivered two weeks early with 40% fewer bugs than their previous launch.…