the best leaders make unforgettable first impressions

8/9/2019 The Best Leaders Make Unforgettable First Impressions

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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/


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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


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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/


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. &((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


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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/


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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

the best leaders make unforgettable first impressions

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