Leadership Influence In The Workplace

Insecure leaders build loyalists, whereas visionary leaders build challengers. The difference determines whether organisations thrive or merely survive. Loyalists tell you what you want to hear. Challengers tell you what you need to know. A CEO once surrounded himself with people who competed for his approval rather than competed for better outcomes. - When the market shifted, nobody warned him.  - When competitors innovated, nobody challenged his response.  - When customers complained, nobody questioned his strategy. His team was too busy being loyal to be useful. Meanwhile, the companies that dominated during that same period? Their leadership meetings looked like intellectual battlegrounds. Those leaders didn't want cheerleaders. They wanted intelligent opposition. The best leaders I know actively recruit their own critics, whereas insecure leadership creates three toxic patterns: ➡️ The echo chamber effect: Only hiring people who think like you, ensuring blind spots become company-wide vulnerabilities. ➡️ The approval addiction: Making decisions based on internal consensus rather than external reality. ➡️ The challenge penalty: Punishing dissent so effectively that people stop offering it, even when the company desperately needs it. Visionary leadership does the opposite: ✅ Cognitive diversity: Deliberately building teams with different perspectives, experiences, and thinking styles. ✅ Constructive conflict: Creating systems where disagreement is expected, respected, and rewarded. ✅ Intellectual humility: Leading with the assumption that the best idea might come from anyone, anywhere, at any time. The leaders who build challengers? Their people stick around through the tough times because they know their voice matters, their thinking is valued, and their contributions shape outcomes. They don't just work for the leader. They work with the leader. After four decades, I've learned this: The most successful leaders aren't the ones who eliminate opposition. They're the ones who elevate it. ✅ Your next hire should scare you a little.  ✅ Your next meeting should challenge you completely.  ✅ Your next decision should survive the toughest questions your team can ask. Because in business, like in life, the people who make you comfortable are rarely the ones who make you better. #consciousleadership #betheexample

We say “leadership is earned,” but our brains often whisper, “...and preferably symmetrical.”* * Symmetry standing here for beautiful because people think more symmetrical faces are more beautiful. A new meta-analysis across 65 studies shows that physical attractiveness has a strong and consistent effect on who emerges as a leader. Stronger, in fact, than gender bias! 📌 It’s not just executives—beauty helps in frontline and mid-level leadership, too. 📌 It affects men and women equally. 📌 And even seasoned professionals aren’t much better than undergrads at resisting it. Why? Because attractive people are perceived as more likable and capable—not saying anything about whether they, in fact, are nicer and more capable. So, we may be promoting the most photogenic, not the most qualified. If leadership decisions are this vulnerable to surface impressions, what can we do? 👉 Make sure your selection processes are based on clear, validated criteria—not gut feeling. 👉 Train evaluators to separate perception from truer signals. 👉 And don’t assume you’re immune—bias thrives in the gaps we don’t examine. In the end, we owe it to ourselves—and our organizations—to choose leaders not by the face, but by their character and competence. https://lnkd.in/dVMQNKbr

Anyone feeling the need for speed? Pressure to get analysis done faster? A REALLY good BA can "slow down" and keep leaders happy. But this is not what most BAs do, many BAs risk being perceived as getting in the way or slowing projects down with the constant talking points that they need more time and requirements and analysis. Yes, of course, this analysis (current state and requirements analysis) must be done, but we need to reframe our messaging to be relevant. So, what are REALLY good BAs doing? ✅ They are really good at recognizing the desire for speed and empathizing with business leaders, not countering it with analysis talk. ✅ They are really good at eliciting the assumptions and risks that are the biggest barriers to speed and value. ✅ They are really good at defining what success looks like (metrics) to build trust with business leaders before asking for "analysis" time. ✅ They are really good at proposing experiments to cut through ambiguity, high-risk assumptions, and high-risk feasibility (tech, user, social, risks...) ✅ They are really good at showing progress towards success with fast and working prototypes and MVPs showing critical risks and assumptions. ✅ They are really good at having conversations that clarify the minimum thing to build to get to the intended value, or start to show value and learn more. 👊 Through these things, they get the business leaders and teams to BEG for more time for analysis. Analysis in scope to deliver value they can see and touch. How are you adapting your messaging and practice to meet a new reality? #BusinessAnalysis

Leading across borders is not just about strategy, it’s about adaptability. When I moved to the UK as an Area Manager overseeing operations across the UK, Italy, and Spain, I was stepping into a world of contrasting business cultures. What worked in one country often didn’t translate seamlessly to another. In the UK, efficiency was key. Structured work hours, quick lunches, and firm handshakes defined business interactions. In Spain, negotiations were animated and could stretch for hours; yet the same people who debated over 10 Euros would happily spend 200 on a meal, because trust was built through conversation, not contracts. In Italy, relationships drove business, deals were shaped as much by expertise as by shared values and genuine connections. Navigating these nuances taught me that success in international leadership isn’t about imposing a single leadership style, it’s about understanding, adapting, and aligning teams around a shared vision. What I’ve learned about leading globally: ✔ Cultural intelligence is a leadership skill. It’s not just about etiquette—it’s about understanding decision-making, collaboration, and motivation across different markets. ✔ Influence is built through trust. In international roles, credibility comes from fairness, consistency, and the ability to unify diverse teams. ✔ Adaptability is a competitive advantage. Business operates within cultures, not outside of them. The ability to pivot, listen, and integrate different perspectives is what drives impact. The more adaptable we are, the stronger we lead. How has cultural awareness shaped the way you lead?

Leadership styles don’t just shape company culture. They shape results. And nowhere is this more evident than when you’re leading or hiring across the U.S. and Europe. Here’s the tension I’ve seen firsthand: An American executive joins a European team and wonders why their urgency is met with hesitation. A European executive moves into a U.S. role and finds their methodical approach labeled “slow.” Neither leader is wrong. But both are operating from different mental models. U.S. leadership culture prioritizes action. → Leaders are expected to be visible, vocal, and fast-moving. → Initiative is praised. Failure is tolerated as long as you fail forward. → Feedback is direct, and performance conversations are often data-driven and candid. European leadership culture emphasizes depth. → Leaders are expected to consult, align, and build consensus. → Stability, systems, and longevity matter as much as speed. → Feedback is often indirect and relationship-aware what’s unsaid can be as important as what’s said. If you’ve built teams in both regions, you’ve likely seen the friction play out in: Project pacing: Americans push timelines; Europeans question assumptions. Hiring decisions: U.S. leaders move on high potential; EU leaders wait for high certainty. Delegation: U.S. managers empower quickly; EU managers mentor through structure. Change management: U.S. leaders announce bold shifts; EU leaders pre-align behind the scenes. The result? Miscommunication, mistrust, and missed opportunities — especially on global teams. As someone who’s spent over a decade placing leaders across the U.S. and Europe, here’s the insight I keep coming back to: You don’t solve these gaps with training. You solve them with leadership design. You need: → Leaders who have operated across cultures and don’t just “adapt” — they anticipate. → Internal comms strategies that translate intent, not just words. → Performance expectations calibrated to local norms — not headquarters assumptions. And most importantly? You need hiring strategies that recognize culture fit isn’t about comfort — it’s about cross-cultural fluency. The leaders who will drive the next phase of global FMCG growth won’t just be commercially strong. They’ll be contextually smart. And the companies that thrive? They’ll stop asking: “What’s the best leadership style?” And start asking: “What leadership blend unlocks performance here?” Because when culture clashes, performance stalls. But when culture is bridged — performance scales. — Lauren Global Leadership Headhunter for FMCG | Founder, LS International #FMCG #ExecutiveSearch #LeadershipHiring #GlobalTeams #USvsEurope #CrossCulturalLeadership #TalentStrategy #ConsumerGoods #LeadershipDevelopment

How I Saved a Regional Sales Expansion by Coaching Across Cultures The managing director was frustrated. His Southeast Asian sales team had reached 30% of its target after six months. “They’re polite—maybe lazy,” he said. I knew better. The problem wasn’t effort. It was culture. My diagnosis revealed six silent disconnects: 1. His individualist rewards clashed with their collectivist values. 2. His task focus ignored their relationship-building needs. 3. His flat hierarchy confused their hierarchical expectations. We rewired his approach in four weeks using IAC Coaching Masteries: He built trust by admitting, “You know your market better than I do.” He listened to subtext, not just words. He clarified intentions, replacing assumptions with questions. He created systems that honored local rhythms. Results? Revenue hit 95% of the target. Deal cycles shortened by 22%. Morale soared. The lesson: Your “efficient” method may be a cultural barrier for them. Are you leading with questions—or imposing answers? #CrossCulturalLeadership #GlobalSales #CoachingMastery #SalesTransformation #LeadershipDevelopment

Leadership Success Strategies for Life Science Business Analysts in IT Service Companies In the constantly evolving realm of IT services, the position of a Life Science Business Analyst holds great significance. It requires more than mere technical proficiency; it demands a set of leadership skills to effectively traverse the intricate intersection of life sciences and technology. Below are a set of leadership success strategies, each substantiated by a relevant case study, aimed at helping you excel in this role and leave a lasting imprint on your IT service company. 1- Embrace Change and Adapt Swiftly A leading Life Science Business Analyst recognized the need for quick adaptation when faced with an abrupt change in client requirements. They swiftly pivoted the project strategy, ensuring the team remained ahead of the curve, resulting in a successful project delivery within the stipulated timeline. 2- Gain Industry Knowledge and Become an Expert An ambitious Business Analyst in the life sciences field invested time and effort in gaining deep industry knowledge. They became a go-to expert on industry processes, regulations, and challenges. Their expertise not only boosted credibility but also led to the creation of innovative solutions that significantly improved project outcomes. 3. Communicate Effectively and Bridge Gaps In a challenging project, a skilled Business Analyst played a pivotal role in bridging the gap between technical teams and clients through effective communication. Their clear and concise communication style ensured that the client's needs were fully understood and that the team could deliver a solution that exceeded expectations. 4. Foster Collaboration and Harness Collective Intelligence In a large-scale IT project, a Business Analyst encouraged a collaborative mindset among team members from different departments. This open dialogue led to the development of innovative solutions that wouldn't have been possible without the collective intelligence of the team. 5. Lead by Example, Inspire Excellence An exemplary leader in the IT service industry demonstrated a strong work ethic, unwavering commitment, and a dedication to quality. Their team, inspired by this leader's example, consistently met and exceeded project goals, fostering a culture of excellence. Indeed, exceptional leaders are crafted through their life experiences, ongoing self-enhancement, and a resolute dedication to excellence.

Your boss doesn't need another yes-person... They need someone who'll disagree. Challenging senior leaders isn't about rebellion. It's about respect. The best leaders want pushback. They need it. But there's an art to doing it without sounding defensive, entitled, or difficult. I've worked with hundreds of professionals who struggled with this balance, but it is definitely possible to learn these skills. The ones who mastered them tend to become leaders themselves. Here's exactly how to challenge up with impact: 1️⃣ Lead with data, not emotion Don't say: "I don't think this will work" Do Say: “I’ve looked at the data which suggests X, which makes me a bit concerned about Y" 💫 Why: Facts take it out of the personal. 2️⃣ Acknowledge their perspective first Don't: Jump straight to disagreement Do: "I see the value in X, and I'm wondering about Y" 💫 Why: Shows you're listening, not just waiting to counter 3️⃣ Offer solutions, not just problems Don't: "This approach has issues" Do: "Here's an alternative that addresses those concerns" 💫 Why: Leaders appreciate problem-solvers, not just problem-spotters 4️⃣Choose your battles wisely Don't: Challenge every decision Do: Focus on high-impact moments 💫 Why: Strategic disagreement carries more weight than constant pushback 5️⃣Use "we" language Don't: "Your plan won't work" Do: "How might we address this challenge?" 💫 Why: Creates partnership rather than opposition 6️⃣Time it right Don't: Challenge in public meetings Do: Request a one-on-one discussion 💫 Why: Preserves their dignity while ensuring your voice is heard 7️⃣ Follow through professionally Don't: Sulk if overruled Do: Support the final decision publicly 💫 Why: Shows maturity and builds trust for future discussions Remember: the goal isn't to win. It's to contribute. The leaders who get promoted aren't the yes-people. They're the ones who challenge constructively. ♻️ repost to help someone level up by challenging up 👉 follow Scarlett McCabe for more confident communication tips

Why do we so often “judge a leader by their face”? From CEOs to presidents, we instinctively infer traits like competence, dominance, or warmth from facial features — sometimes correctly, but often through the lens of ancient heuristics and modern biases. In our new article, “The Face of Leadership: Inferences, Impressions, and Behavioral Consequences” (The Leadership Quarterly, 2025), we reviewed 131 studies across psychology, management, and political science to answer one deceptively simple question: https://lnkd.in/ep7Essg2 Does a leader’s face actually tell us anything meaningful — or are we just seeing our stereotypes reflected back at us? Our systematic review reveals that: - People routinely infer competence, dominance, trustworthiness, and warmth from leader faces. - These impressions shape real outcomes — from elections and promotions to firm performance and ethical judgments. Yet, many studies lack contextual nuance: the same “dominant” face admired in a crisis may be penalized in stable, peaceful periods. And while AI and machine learning now analyze faces faster than ever, the psychological mechanisms and ethical implications remain underexplored. We propose a new integrative co-evolutionary framework showing how facial cues, context, and observer expectations interact to shape leader perception — and call for more rigorous, cross-cultural, and ethically aware research on this fascinating topic. Conclusion: Faces are powerful social signals — but leadership is more than skin deep. Read the full article here: https://lnkd.in/eGjWJmSX Authors: Brett H. Neely Jr., Nathan Eva, Karryna Madison & Mark van Vugt Vrije Universiteit Amsterdam | Monash University | ANU | University of Nebraska–Lincoln #Leadership #Psychology #EvolutionaryPsychology #FacialCues #AI #LeadershipResearch #ScienceOfLeadership #TheLeadershipQuarterly

Recently, I came across a LinkedIn profile with a familiar label just below the name: ex-Google. It’s a small detail, yet it says a lot. It’s not a job title, not a current role, not a skill. And yet, it operates with extraordinary symbolic force. Roland Barthes, in Mythologies, explained that modern myths aren’t made-up stories—they’re real things, reframed. They start as simple facts, but get loaded with cultural meaning. A label like “ex-Google” is a perfect example. It doesn’t just say “I used to work at Google.” It hints at much more: top-tier talent, innovation, strategic thinking, and a certain visionary mindset. It becomes a kind of modern myth—a shortcut that instantly signals credibility and influence. We could say the same for other affiliations: ex-McKinsey, ex-Apple, ex-Bain. These are no longer mere career milestones; they are narrative anchors that shape how we are perceived before a single word is spoken. Why is this important for personal branding? Myths operate below the cognitive mind-line. They are absorbed through the emotional filters of the observer, becoming especially potent in shaping impressions. That’s what makes them so effective in communication. Rather than avoiding these codes, we should learn to master them. Not to manipulate, but to infuse our communication with deeper symbolic meaning. As professionals, we should actively look for opportunities to encode our message with narrative signals that resonate not just intellectually, but culturally and emotionally. Barthes showed us how myths work. It’s up to us to decide how consciously we want to use them. #PersonalBranding #StrategicNarrative #MythMaking #RolandBarthes #exGoogle #BrandPerception #SymbolicPower #ProfessionalIdentity #LinkedInBranding