How To Cultivate Your Leadership Style
Transitioning into a leadership role presents several challenges. One of the key issues is that companies rarely offer the requisite education and support to ensure a smooth transition. I have worked with clients who feel ill-equipped for their new positions despite their skill sets and proven track record. Often, the knowledge that served them in their previous roles does not prepare them for the unique challenges of leadership.
When it comes to leadership, style counts more than substance. It makes sense. Consider Antonakis, Fenley and Liechti’s findings (registration required) on the importance of learning charisma. In Harvard Business Review, the researchers revealed how charisma outweighs “‘good’ presentation skills, such as speech structure, clear enunciation, speech tempo, and speaker comfort” in the perception of leadership.
And leadership style is all about actions and behavior: what you do, how often and when. Unlike personality, which is hardwired into us, workplace behavior can be modified, and style is mutable. Fortunately, leadership style can be developed.
To do so, it’s important to understand social markers. As sociolinguist Howard Giles found, social markers are the verbal and nonverbal behaviors that we use to express ourselves, especially our myriad social dimensions (i.e., gender, socioeconomic status, age, class, etc.). Social markers are the signals we send to others, shaping how they perceive us. In the workplace, markers that convey status — and by extension, leadership — fall into two categories: powerful and attractive:
• Powerful
Formal
Detached
Stoic
Leans backward
Eye contact only when speaking
Controlled movements
Outspoken
Loud voice
Sophisticated words
Unapologetic interruptions
Declarations
• Attractive
Casual
Engaged
Animated
Leans forward
Continuous eye contact
Natural movements
Diplomatic
Modulated voice
Everyday language
Focused listening
Questions
Most of us have a go-to leadership style consisting of a default set of markers. In layman’s terms, we lean one way or another toward powerful or attractive. All leadership styles fall somewhere on the spectrum. A blended style incorporates a balance of powerful and attractive markers: According to Peterson, Abramson and Stutman’s work (registration required) in Harvard Business Review, it’s key to exceptional presence.
Blended is what top leaders aim for. By practicing these techniques, any leader can develop a more effective style.
Check Your Mirror
Or your webcam. Professional athletes review game footage to hone their skills, and aspiring executives can do something similar. If you want to achieve a balance of powerful and attractive markers, you will need to conduct an honest self-assessment. Keep a list of markers on hand and review the recording from a recent meeting — a hidden perk of our online work lives. Check the behaviors you see yourself engaging in as you review the footage and tally them up to assess your style. Don’t be afraid to solicit feedback from others. Consult trusted colleagues, asking them to share their insights on your style.
Change Your Markers
Once you have identified where your style is on the spectrum, start incorporating different markers to shift yourself toward a blended ideal. If you lean powerful, add attractive markers; if you lean too much toward attractive, add powerful markers. Ease the transition by choosing one verbal and one nonverbal marker. Don’t worry about landing on the “right” combination of markers: There isn’t one. Choose actions that feel natural to you and practice incorporating them into your interactions. If you’re nervous, rehearse with a friend or a coach. Feel free to experiment with different markers at different times. While initially uncomfortable, trying on these different hats is necessary. We all do it. The best leaders demonstrate their authenticity and presence in their ability to pick and choose the best behaviors for the context.
Read Your Cues
My clients often ask me when to incorporate powerful versus attractive markers. Intuitively, they understand that some situations call for a softer approach than others. And they’re right: Reading the cues, or reading the table or screen, is an essential step in honing your leadership style. In most cases, it’s best to gauge the markers you’re observing from others before committing to your approach.
For example, while it may seem counterintuitive, executives should use attractive markers with their subordinates and powerful markers with their superiors. Engendering trust requires, in one case, flexing compassion and, in the other, competence.
Leadership style is a crucial ingredient in the success of executives. By cultivating a blended approach, leaders will be effective enough to steer with style and substance.