With your predecessor, the team knew where they stood. They understood how the leader worked. They knew (mostly) how to win. Now you’re here, and that “understanding” has evaporated. The lack of comfort is overwhelming.
Stepping into this reality with charm and charisma is fine, but those you’re inheriting want to know who you are and how you operate beyond the catchphrases and winsome smiles.
Winning Influence With Character
Gaining influence is the key to long-term leadership success. After all, leadership is influence.
Like an empty vision statement, charisma without character is disingenuous. Leaders with great character interact with their team through:
- Respect and Integrity: High-character leaders respect each employee as an individual, valuing their unique contributions and treating them with dignity.
- Open Communication: They foster an environment of open and honest communication, encouraging employees to share their ideas and concerns.
- Empathy and Understanding: They show empathy and strive to understand their employees’ challenges, both in and out of the workplace.
- Fairness and Equality: They treat all employees fairly, providing equal opportunities for growth and advancement.
- Recognition and Appreciation: They acknowledge and appreciate their team’s hard work and achievements, giving credit rather than taking credit.
- Encouragement and Support: They support and encourage professional development, offering guidance and resources for growth.
- Constructive Feedback: They provide constructive feedback in a positive manner, focusing on growth and improvement rather than criticism.
- Leading by Example: They lead by example, demonstrating the values and behaviors they expect from their team.
- Trust and Autonomy: They trust their employees and give them autonomy, allowing them to own their work and decisions.
- Personal and Professional Balance: They understand the importance of life balance and support policies that enable their employees to maintain it.
To Summarize…
Leaders with high character are FOR others over themselves.
This article originally appeared here and is used by permission.
