What Kind of Leader Are You?


If you’re like most people, you probably haven’t given much, if any, thought to your brand as a leader. When I coach high-performing managers and leaders, leadership brand comes up time and again — because being deliberate about assessing and developing your brand can have a huge impact on your success.

So, if you’re ready to take a look at your brand, here are four steps to get you started:

1. Find out what you are known for today.

Whether you realize it or not, you do have a brand. The question is how well it's serving you. As you define your current brand, limit yourself to three, one-word adjectives. Reflect on performance reviews and common themes you have heard from others in the past, and consider collecting feedback from others. You can conduct an anonymous online survey, ask people yourself, or have someone else (like an executive coach, mentor, or supervisor) gather feedback for you. Whatever you do, choose an approach that will give you candid information. Remember to ask people to give you specific examples. What do you say or do that demonstrates your brand? You have to understand what it looks and sounds like.

2. Determine what you want to be known for.

Your desired brand must be authentic (i.e., true to you); this is not about misleading anyone. Again, limit yourself to three one-word adjectives. I once coached a female executive (let’s call her Michelle) about her desired brand.

She wants others to view her as:

Credible – Michelle wants others to recognize her specialized industry expertise because it is important for the role and business she is in.

Confident – Michelle wants to have a physical presence that conveys that she is a strong player.

Respectful – When she disagrees with a point of view, Michelle wants to do it in a manner that still encourages ideas and input from others.

3. Define how to reinforce your desired brand.

Again, it’s important to determine what you would say or do to reinforce your brand. In Michelle’s example, demonstrating credibility might involve proactively sharing specific industry information with the leadership team in the context of a top priority or project. Confidence might entail speaking louder, making direct eye contact when addressing a group, standing or sitting taller, or speaking up at least once in every leadership meeting.

4. Take action to close the gap.

Identify one or two actions you will take to close the gap between your current and your desired brand. This may mean that you have to stop or start doing something. Using Michelle’s example of being respectful, she has to stop interrupting others when they speak and resist that urge to jump right in.

Just remember that your leadership brand is important context for how you show up as a leader — in your everyday words and actions. By proactively defining and managing your brand, you will get better results. So, what are you waiting for?