4 Key Strategies: How Leaders Should Show Up for Their People

It was the most dreaded meeting of the week. We were trying to launch a cutting-edge software platform and the pressure was mounting as our release date kept sliding. Each week the cross-functional team met with the CEO to provide an update. Unfortunately, it was brutal. We never knew how our leader was going to show up. His moods in these meetings ranged from good natured to accusatory and angry. And if it was the latter, someone was going to get roasted and it wasn’t pleasant.

His presence in those meetings had a deep and lasting effect on our team. No one wanted to be the object of his wrath, so team members frequently threw each other under the bus, withheld information and manipulated each other.

Perhaps you have a story that is similar to mine. If so, you know this -- how a leader shows up matters. This is what I call “leadership presence.” A leader’s presence can create a spark that leads to a heap of ashes (as in my story) or a flame that provides light and warmth.

As a leader, are you aware of how you are showing up? What is the tone you are setting and how do your words and actions contribute to or inhibit productivity and engagement?

Here are 4 things every leader should consider for building a strong leadership presence.

1. Know yourself well.

When 75 members of the Stanford Graduate School of Business’s Advisory Council were asked to recommend the most important capability for leaders to develop, the answer was almost unanimously self-awareness. 

When you are in tune with your emotions, your moods, and your triggers (or hot buttons) – you are much more likely to succeed as a leader. Successful leaders recognize the shadow they are casting on others – the tone they are setting that often transfers to the team. Drive and competence can enable a leader to be successful for a while, but that success is not sustainable if a leader isn’t aware of how they may be negatively affecting their people. Knowing yourself well allows you to adapt and adjust to lead better.

A great example of this comes from one of my clients who has seen a remarkable transformation of his company’s CEO within a relatively short period of time. He attributes this to self-awareness that was built through feedback, assessments, coaching and focused effort. By leveraging his self-awareness, he was able to make noticeable, positive changes. This CEO transformed his presence from emotional rants and micromanagement, to well-balanced input, active listening and empowerment.  

2. Have a plan to keep yourself grounded.

This is the logical follow-on to “knowing yourself well.” A grounded leader is one with a steady and confident presence who is not swayed by stress and emotions. Grounded leaders tend to be predictable and easy to read, so employees don’t have to wonder how they will show up in a meeting. This fosters an environment where it is safe to share struggles and not fear the ramifications of bad news – ultimately leading to better problem solving.

Having a plan for keeping grounded as a leader involves identifying your hot buttons and having a well-thought-out plan for when they happen.  

Grounded leaders also shift their moods up. For example, reframing a difficult situation by choosing and expressing gratitude can go a long way towards inspiring people.

3. Be present.

I can’t stress this one enough. I’ve seen my fair share of leaders captivated by their phone in meetings. Typically, three outcomes occur. First, since the leader in the meeting is distracted, it gives everyone else permission to do the same and the meeting becomes counterproductive. Second, the people who are talking while the leader is distracted, feel completely disrespected or insignificant (it sends the message they don’t matter). And third, the leader misses important information which can cause problems later.

Effective leaders stay present for their people. They put away distractions. They actively listen, ask clarifying questions, and show empathy. And ultimately, these skills help leaders build trust with their people.

4. Be authentic and adaptable.

After years of research on leadership, one thing has become clear. There is not one leadership style that stands out as “the best”. The best leadership style depends on the situation and on the leaders themselves.  

I once had a client who based his leadership style on an authoritarian mentality he had learned from a previous manager. As it turns out, it didn’t work well for him, not because an authoritarian style is bad (it can work in some circumstances), but because it wasn’t him. This style didn’t align with his values and how he viewed people. When he successfully shifted to a more authentic leadership style that embraced his belief in empowerment and concern for others, he thrived and under his leadership, a number of his direct reports became high performers who were promoted.

In addition to being an authentic leader, being adaptable is another important trait in leadership presence. Different situations require leaders to take different approaches.  

I once had a client who was known for being very levelheaded and calm in stressful situations. This served him well until something went wrong with a customer and his team seemed to lack a sense of urgency in solving the problem. That is when we discussed the importance of adapting his leadership style to the needs in this situation. Sometimes it is helpful to show up differently as a leader. In this case, he decided to set aside his calm demeanor to be emphatic about fixing the customer’s problem. The team got the point!

Your leadership presence matters. Are you aware of how you show up as a leader? If you would like to improve your leadership presence and accelerate your career growth and influence, click here to schedule a leadership strategy call with me.