Good leaders communicate how they will behave as leaders. Why? Team members like to know what to expect, otherwise they can spend months trying to figure-out the ‘rules. Let’s explore three steps you can take to communicate your leadership style to people.

1) You can clarify your leadership style.

Try tackling the exercise on this theme called My leadership style. This invites you to describe your operating style under four main headings.

a) The way I will work as a leader.

Describe what you will and won’t do as a leader. Be honest and realistic. Don’t make this a wish list; simply describe how you will behave and be as specific as possible. One person wrote:

“I will:

* Be full of energy in a morning, possibly ringing you before 8.00.

* Get to the point quickly in conversations, rather than do lots of social chat.

* Provide a clear vision for the team, but give you freedom, within limits, on how you get to the goal.

* Talk quickly, but sometimes not check out that you have understood what I have said.

* Often use sporting analogies.

* Protect you from unnecessary interference from my bosses—but expect you to deliver on your promises.

* Expect you to take responsibility.

* Etc.

“I won’t:

* Always look at you directly when you are speaking. I will look at you when we start the conversation, but then may look away when trying to make sense of the information. Please do not take this personally. I really am listening.

* Be good at giving praise. I set the bar high for myself and other people. The times I do give praise are when somebody performs exceptionally.

* Get involved in lots of social events. For example, I will also go to bed early on off-sites, rather than sit around talking into the early hours.

* Etc.

b) The best way to work with me

Describe the ‘Dos’ and ‘Don’ts’ for working with you as the leader. One person wrote:

“Do:

* Be professional. For example: be on time for meetings; encourage your colleagues; always think of things from the customer’s point of view.

* Prepare properly for one-to-one sessions with me. At the start of the session explain what you want to discuss and what you want from me.

* Manage your own career development, though I will provide the resources and support.

* Be honest. For example, let me know bad news quickly. It’s good if you can outline the possible options for moving forward, but don’t hide bad news if you have not yet thought of a strategy.

* Be contactable. I won’t track where you are - you may be dropping your child off for school - but make sure you are reachable between 8.00 and 18.00.

* Do keep your promises - do what you say you are going to do.

* Accept that we work for an American company. This won’t always be easy, but we are all adults and have chosen to work for the company.

* Etc.

“Don’t:

* Come unprepared to meetings.

* Put your own agenda before that of the team.

* Waffle.

* Etc.

c) The consequences of my style.

Describe what you see as the pluses and minuses of your style. This will show people you are aware there are both upsides and downsides to the way you operate - both for yourself and other people.

d) The specific things I can to do build on the pluses and minimise the minuses.

Describe how you can build on your strengths and manage the consequences of your weaknesses. Consider which parts of your style you want to develop and which to moderate; simply because doing this will produce better results.

2) You can communicate your leadership style to people in your team.

Find an appropriate time to share your leadership style with your team. I have often invited leaders to do this during a super team workshop - but other times can also be appropriate. Providing it is communicated properly, the response is normally positive. People like to know how you operate, so it’s good to make the implicit explicit. They can then take a stand towards how they work with you. A typical reaction came from one team member who told their leader:

“We have been working together for 5 years, but this document sums you up, warts and all. For example, it took me 6 months to figure out that you have a memory like an elephant, even though you seldom write anything down. At first I thought you weren’t paying attention during our conversations, but later you could recount every detail. Now I tell new starters to ignore your body language, which can be a bit disconcerting. They need to know that you notice every detail about them and the conversation. Some people find this intimidating, but most eventually get used to you. I wish somebody had told me your ‘rules’ when I first joined the team.”

3) You can develop your leadership style.

One leader explained: “The pluses of my style are that: a) Because I am so focused, it is likely that we will reach our goals: b) Self-managing people will thrive: c) Everybody will learn. The possible minuses are that: a) Sometimes I will fail to give positive strokes, even though I know I should: b) Not everybody finds it easy to work with me.”

“Building on the pluses, I will continue to provide direction and give people the tools they need to do their jobs. Aiming to minimise the minuses, I will spend one hour with each person every two months. Ahead of the meeting, please send me an email describing: a) The specific things you have done well during the two months: b) The things you think you can do better in the future - and how: c) The plans you have for the next two months and the practical support you need from me.”

Team members often appreciate the honesty you put into the exercise. You might also find it useful to ask them to tackle a similar exercise in The Strengths Toolbox called 3 tips for clarifying people’s preferred working styles. You can then compare styles and look for ‘win-win’ solutions. Remember: there are no ‘good’ or ‘bad’ styles - there are just consequences! Here is the complete exercise for clarifying and communicating your leadership style.

My Leadership Style

The way I will work as a leader

I will:

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I won’t:

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The best way to work with me

Do

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Don’t:

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The consequences of my style

Pluses:

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Minuses:

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The specific things I can do to build on
the pluses and minimise the minuses are:

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