He had to buy his way into the mobile domain. Next was a fundamental misunderstanding of the India market. And then, this year: fake news. A critic might ask if that was one misstep too many for Mark Zuckerberg to earn Fortune\u2019s businessperson of the year.\nA better question might be: is a misstep really a misstep when it connects to a vision?\nI make no claim to cataloging the quality of Facebook\u2019s every move or to being an expert on its CEO. But my own research and experience support this portrait of successful leadership: the quintessential engineer transcending the technological domain to excel in the interdisciplinary aspects of enterprise.\nOr, genius coder turns business genius.\nIt\u2019s no small feat. But why is that? Mark Zuckerberg\u2019s often cited \u201cconsistency of vision\u201d is surely a factor but consistency is hardly a unique trait in the engineering community. Precise by nature or by training, engineers do tend to stick to their guns.\nThe most successful ones, however, discover a need to escape their technical paradigm. Where once they made technology improvements based on their own parameters -- like speed, or a very cool, complicated algorithm -- those on their way up have learned to anticipate how the\u00a0customer\u00a0values those functionalities.\nThey ask themselves: how do I prioritize and strategize my technology roadmap early and in a way that\u2019s infused with what the market needs -- even when that leads, as it often does, to a different feature set or a different kind of a product. In essence, ascending technical professionals have learned a new kind of flexibility.\nThey must think about products and decisions from the point of view of a salesperson. Or anticipate how other functions in the organization might look at the same problem or how those groups will be impacted by their decisions or products. Their challenge, then, is to make sure their technical priorities consider or respond to a broader set of issues and considerations.\nAt a higher level, it\u2019s one thing for an entrepreneur to say from the start, \u201cI\u2019m not here to build a great company just to sell it. I\u2019m here for the long haul.\u201d It\u2019s another for that same leader to have the flexibility and wisdom to step back, shift course, and say, \u201cI\u2019m okay with achieving my long-term goals in a different way than I might have originally imagined.\u201d\u00a0\nRemaining true to a vision and having the flexibility to consider alternative viewpoints is where leaders like Mark Zuckerberg establish their singularity.\nThere\u2019s evidence that, in some ways, he is better at being flexible than most. For example, upon realizing he was late to the mobile game, this talented hacker and engineer was not shy to pay for other innovations that someone else built. And pay handsomely. Was that a misstep?\nZuckerberg\u2019s vision is to give the whole world access to information and help humanity to share it. In the case of mobile, maybe it\u2019s obvious that he should have jumped in sooner. But managing that buy vs. build decision demonstrated a great use of flexible thinking to achieve his grand vision. When a leader is always evaluating decisions against an unwavering vision, it may lead to unexpected steps.\nMoving into 2017, for example, Zuckerberg\u2019s reversal on fake news -- from abdicating responsibility to aggressively battling misinformation -- may ultimately be viewed a business-killing misstep or a strategic one fulfilling his unwavering vision. Whether that is answered in the short- or long-term remains to be seen.\nTo consistently stick to a mission means more than choosing what you are going to do. It\u2019s just as important to say what you\u2019re not going to do. How the handling of misinformation plays out in Facebook\u2019s vision to help people \u201cstay connected, discover what's going on in the world, and to share and express what matters to them\u201d will become more apparent in what\u2019s sure to be watershed year for information, technology and business leadership.