the best leaders make unforgettable first impressions
TRANSCRIPT
-
8/9/2019 The Best Leaders Make Unforgettable First Impressions
1/6
The Best Leaders Make Unforgettable
First Impressions
Leaders that try too hard to win people overare the ones that end up losing the respect of their
employees especially when its not genuine. The most memorable leadersknow how to
naturally make a good first impression. They are mindful of what most employees do and dont
expect of them and want to create for them a safe environment that enables engagement.
Leadership success is all about people and when leaders forget this fact, they are headed down a
path of self-destruction.
irst impressions are earned !uickly, but it takes time for employees to figure out the impact you
are attempting to create in your leadership role. "ve seen many leaders attempt to use their
power and influenceto impress their employees only to find this strategy backfiring because theywere too aggressive rather than taking a more steady approach that invites other ideas and
ideals into the fold.
Leadership is not about acting the part, but rather being your most authentic self to
serve the organization and advance others, while avoiding the traps of self-
promotionalong the way. As such, rst impressions should never be forced; they are
opportunities to reveal who you are and what you represent as a leader.
#fter being hired to assume a senior executive role at the age of $%, making a first impression
was important for me to begin to earn the trust and respect of employees &many of whom were
'%( years my senior). *y hope was that the employees would give me a chance to work closely
with them to turn around the organi+ations performance and rebuild their brands reputation.
"nstead of walking directly into my office &the first day of work), " began to greet people at their
desks. " spent a good percentage of my time the first month on the ob meeting with employees
and asking them about their opinions regarding the state of the company, morale of the
workplace, and their other concerns and recommendations. This was a company whose
employees were loyal and that had never hired a senior executive from the outside. rior to
assuming my role, " obtained a diagram of the building with the seating designations of the
employees, along with their ob descriptions and personal information they had shared. "genuinely wanted the employees to know that " valued them, cared about their interests and
wanted to immediately contribute to their professional goals and obectives. " encouraged them
to ask !uestions, challenge my opinions and established an open-door policy. " didnt want
anyone to feel at-risk for speaking up, but rather give everyone an opportunity to showcase their
talents, skills-sets and capabilities. This would be a difficult task if they were unclear of my style
and approach and my intentions for the business.
http://www.forbes.com/sites/glennllopis/2013/11/11/5-ways-leaders-win-people-over/http://www.forbes.com/sites/glennllopis/2014/01/13/8-qualities-that-make-leaders-extraordinarily-memorable/http://www.forbes.com/sites/carolkinseygoman/2011/02/13/seven-seconds-to-make-a-first-impression/http://www.forbes.com/sites/glennllopis/2012/01/30/leadership-success-is-no-longer-measured-by-money-or-power/http://www.forbes.com/sites/glennllopis/2013/04/08/personal-branding-is-a-leadership-requirement-not-a-self-promotion-campaign/http://www.forbes.com/sites/glennllopis/2013/04/08/personal-branding-is-a-leadership-requirement-not-a-self-promotion-campaign/https://twitter.com/intent/tweet?url=http%3A%2F%2Fonforb.es%2F1lhIKQQ&text=A%20leader%27s%20first%20impression%20should%20not%20be%20forced%3B%20they%20are%20opportunities%20to%20reveal%20who%20you%20are%20and%20what%20you%20represent.https://twitter.com/intent/tweet?url=http%3A%2F%2Fonforb.es%2F1lhIKQQ&text=A%20leader%27s%20first%20impression%20should%20not%20be%20forced%3B%20they%20are%20opportunities%20to%20reveal%20who%20you%20are%20and%20what%20you%20represent.http://www.forbes.com/sites/glennllopis/2014/01/13/8-qualities-that-make-leaders-extraordinarily-memorable/http://www.forbes.com/sites/carolkinseygoman/2011/02/13/seven-seconds-to-make-a-first-impression/http://www.forbes.com/sites/glennllopis/2012/01/30/leadership-success-is-no-longer-measured-by-money-or-power/http://www.forbes.com/sites/glennllopis/2013/04/08/personal-branding-is-a-leadership-requirement-not-a-self-promotion-campaign/http://www.forbes.com/sites/glennllopis/2013/04/08/personal-branding-is-a-leadership-requirement-not-a-self-promotion-campaign/https://twitter.com/intent/tweet?url=http%3A%2F%2Fonforb.es%2F1lhIKQQ&text=A%20leader%27s%20first%20impression%20should%20not%20be%20forced%3B%20they%20are%20opportunities%20to%20reveal%20who%20you%20are%20and%20what%20you%20represent.https://twitter.com/intent/tweet?url=http%3A%2F%2Fonforb.es%2F1lhIKQQ&text=A%20leader%27s%20first%20impression%20should%20not%20be%20forced%3B%20they%20are%20opportunities%20to%20reveal%20who%20you%20are%20and%20what%20you%20represent.http://www.forbes.com/sites/glennllopis/2013/11/11/5-ways-leaders-win-people-over/ -
8/9/2019 The Best Leaders Make Unforgettable First Impressions
2/6
ou can never go at leadership alone. *aking a strong first impression as a leader is about how
people initially perceive you, but respect is earned through the consistent actions you take and
the decisions you make that tend to the needs of the employees and support the goals and
obectives of the business. /ithout an inspired and focused workforce enabled to unleash
their passionate pursuits of excellence and clear about leaderships expectations and intentions
the business becomes vulnerable, at risk of losing its top-talent, and productivity begins to wane.
#s you continue your leadership ourney, become more mindful of the first impressions you are
leaving behind for your employees, clients, shareholders and the industry that you serve. 0ow
does your first impression begin to impact performance, morale, attitude, trust and innovation1
/hat can you do to leave a genuine first impression at a time when employees expect more from
their leaders1
Here are ! things every leader should consider if they want to ma"e an
unforgettable rst impression. #ead them carefully and as" yourself which ones you
are doing and which ones you still need to introduce.
1. Warm Greeting
2eing nice, attentive and making good eye contact is what is expected. # leaders ability to find
areas of commonality with their employees by telling stories that humani+e their persona
increases their likeability factor. 3mployees want to know that you relate to them, regardless of
your hierarchy or rank.
2. Polished
3mployees respect a leader that proects strong executive presence. 2eyond presence, they want
body language that is non-threatening and a polished demeanor &everything from manner of
speaking and actions towards others to dress code and grooming). /hen you are respectful
towards others, employees are proud to be associated with you whether in front of clients or
family and friends.
4n the other hand, leaders with an ostentatious attitude will be !uick to lose the support of those
they are attempting to lead.
. Friendl!" #ngaging
5ot every leader comes across as friendly. "n fact, they may be so focused on work to the point
of social awkwardness. Leaders that genuinely care about their employees and make an effort to
engage with them starting with a powerful first impression will go a long way.
$. %epresents Their &'thenti( )elf
-
8/9/2019 The Best Leaders Make Unforgettable First Impressions
3/6
Leaders are not always their authentic selves6 this is why many are challenged to develop and
live their personal brand as a leader. 2eing authentic is about consistently representing who you
are and what you stand for 7 in everything you do and how you do it. Leaders must be
courageous enough to let others inside their domain, where they can help elevate the talent
around them and accelerate the implementation of the business strategy. /hen leaders can be
themselves, others feel free to do the same without the pretense of asking permission.
*. Good Listeners
The best leaders listen to their employees because they want to learn about them and from them.
3mployees that genuinely believe that their opinions and points of view matter to their leaders
are the ones that fully engage. Leaders that roll-up their sleeves, get their hands dirty and
collaborate are the ones that valuethe importance of listeningand translate this genuine effort
into an 84" opportunity for both the relationship and the business.
+. &re Interested In What Matters to #mplo!ees
2eyond listening, leaders that encourage employees to ask them the tough !uestions will !uickly
begin to build camaraderie and trust with their employees. 4pen-minded leaders that are
interested in what matters to employees and make them feel safe to express the truth are the ones
that build loyalty with their workforce. These types of leaders hold town hall meetings and
consistently encourage a democratic setting where employees can share their perspectives
regarding the direction of the organi+ation and its future.
,. #mbra(e -ifferen(es and &(knoledge &((omplishments
Leaders that embrace individuality and differences in thought and know how to strategically
apply them to stimulate growth, innovation and new opportunities for the business are widely
accepted by their employees &especially when you consider the growing diversity in the
workplace). These leaders recogni+e individual achievement and accomplishments and are
creative at finding new ways to enable the full potential of the organi+ation, its business strategy
and talent pool.
/. 0noledgeable
This may seem obvious, but never assume that the leader knows the dynamics of the business as
much as you might think. 8espected leaders are students of the business, constantly studying
and looking for ways to improve, adapt and course correct to market conditions. *any leaders
are ust figureheads but not those that make an unforgettable first impression. They are the ones
that will touch the business ust as much as they lead it. They will keep everyone on their toes to
make the organi+ation and its people stronger
http://www.forbes.com/sites/glennllopis/2013/08/12/the-ultimate-5-step-playbook-to-managing-your-personal-brand/http://www.forbes.com/sites/glennllopis/2013/08/12/the-ultimate-5-step-playbook-to-managing-your-personal-brand/http://www.forbes.com/sites/glennllopis/2013/05/20/6-effective-ways-listening-can-make-you-a-better-leader/http://www.forbes.com/sites/glennllopis/2013/05/20/6-effective-ways-listening-can-make-you-a-better-leader/http://www.forbes.com/sites/glennllopis/2013/08/12/the-ultimate-5-step-playbook-to-managing-your-personal-brand/http://www.forbes.com/sites/glennllopis/2013/08/12/the-ultimate-5-step-playbook-to-managing-your-personal-brand/http://www.forbes.com/sites/glennllopis/2013/05/20/6-effective-ways-listening-can-make-you-a-better-leader/ -
8/9/2019 The Best Leaders Make Unforgettable First Impressions
4/6
. &((essibilit!
#ccessibility to leaders has become one of the most important things that employees want to see
from their leaders. *ost leaders hide behind the politics, and are too calculated with their
accessibility &what a waste of time9) Leaders that are accessible inspire their employees and
cultivate an entrepreneurial attitude that helps the organi+ation fuel its competitive advantage.
This was the case with the new :34 of *icrosoft, ;atya 5adella, featured in a recent
-
8/9/2019 The Best Leaders Make Unforgettable First Impressions
5/6
ability and the energy you bring rather than ust your ob title. *y personal motto> never
advise others of something that you have never done before yourself.
1$. Moti7ational
Leaders today must be motivational and inspire hope. /ith the uncertainty that seems to nevergo away,employees need a leader that will help get them past the finish line. Lets face it, the
workplace has become a more intense, competitive place where we are all re!uired to do more
with less. 3mployees enoy working with leaders that know how to activate the best in everyone
and will go above the call of duty for them.
$hat will ma"e these ! unforgettable rst impressions even more powerful is your
ability to continue applying them % consistently and continuously % throughout the
rst si& months of your leadership 'ourney and beyond. (f you have already been in
your leadership role for some time, you may have to course correct and start over if
you want to positively change your impact and in)uence. $hile technically youcannot leave a rst impression anymore. you will be ta"ing an impressive stance to
improve your leadership approach for the betterment of a healthier whole.
There are three roles of leadership: lead, follow and (or not) get out of
the way, and the key is to know when and how to do each.
In the middle of graduate school, I decided to take a break and became
an instructor with utward !ound. "t the beginning of each four#week
course I ga$e e$eryone a supply of "lpine cord (a kind of string for lashinggear, pitching tarps, etc.) %onsistently, if I ga$e my group plenty of string,
they would run out and need more. !ut, if I ga$e them less and told them
they had only two#thirds of what they really needed, they would get
incredibly creati$e and make that cord last.
&on't be afraid to be bold and don't be afraid to take on the status uo.
ake your plans big and then, in the middle of that, make sure e$erybody
wins. There has to be balance.
*e use a team e+ort to set all of our maor goals and priorities.
-$eryone is epected to speak up, make recommendations, and theneplain and defend them. The best ideas get adopted and working into our
plans going forward.
True leadership comes from working with an eceptional team that you
can fully trust to do their obs as long as they ha$e a clear understanding
of priorities. /o the ob of the %- is to be an eample of honesty,
thoughtfulness and trust, which e$eryone appreciates in their roles.
http://www.forbes.com/sites/glennllopis/2013/08/19/5-ways-leaders-keep-hope-alive-in-difficult-times/http://www.forbes.com/sites/glennllopis/2013/08/19/5-ways-leaders-keep-hope-alive-in-difficult-times/http://www.forbes.com/sites/glennllopis/2012/06/04/top-9-things-that-ultimately-motivate-employees-to-achieve/http://www.forbes.com/sites/glennllopis/2012/06/04/top-9-things-that-ultimately-motivate-employees-to-achieve/http://www.forbes.com/sites/glennllopis/2013/08/19/5-ways-leaders-keep-hope-alive-in-difficult-times/http://www.forbes.com/sites/glennllopis/2012/06/04/top-9-things-that-ultimately-motivate-employees-to-achieve/ -
8/9/2019 The Best Leaders Make Unforgettable First Impressions
6/6
I ha$e three children and ha$e told them time and again to follow their
passion 0 not the dollar. I don't dwell on what issues might keep me awake
at night 0 I'm setting goals according to what moti$ates me to get up in
the morning. 1ocus on what you are passionate about.
-$ery single interaction you ha$e with another person lea$es that persona little more energi2ed, or a little less. That3s true for all of us, but the
further up the leadership ladder you are, the greater the le$erage you
ha$e becomes. -mployees notice e$ery single thing you do. !e $ery
mindful of the messages you3re sending.
If I want to epect from people an 4etra mile,' people should trust that I
would be ready to walk that 4etra mile' myself too. /uch trust is built up
o$er the years, and that speci5c trust is $ery easy to lose.
6ou ha$e to create a 2one where you can push e$erything else aside and
clear your mind. 6ou're not only ser$ing yourself from a mental healthpoint of $iew7 you're also ser$ing the business. I'$e had some of my best
ideas away from the o8ce so I try to plan that down#time into my
schedule.
9There has to be a balance between near and far#term goals. Too often,
public companies get tied up in meeting 5nancial proections on uarter to
uarter basis, which results in $ery short#term decisions that don't allow
long#term growth.9
!y understanding the fundamental contribution of each goal to the big
picture, it3s easy to see the rele$ance of each one and prioriti2e them
accordingly. It3s also important to reali2e goals are only rele$ant for a
period of time and should be eible to re#prioriti2e.
9!e authentic, real, and honest. ;ire the right people ahead of your
current need, so that the business has the foundation, eperience, and
depth to grow fast and really scale in performance and impact.9
anagers need to understand that people change, as do their interests
and goals. The problem is that most feel that change will come when the
employee grows out of their position and mo$es on to another company.
!ut managers who take the time to listen to employees can focus on
culti$ating those employees' sweet spots, making it easier to retain
them.
The more that e$eryone buys in and aligns around a common goal and
$ision, the better the company performs. %reating an inclusi$e team#
based culture is best. I hate when someone describes me as the boss or in
charge. I describe myself internally as a partner and team member.s