Shhhh: The Value of Quiet Leadership
The following contribution is from the Forbes website and is written by Catherine Seeds, a former Forbes Council member. Catherine is president and CEO of Ketner Group Communications, a public relations agency specializing in retail technology.
Over the past few years, I’ve written several columns on different leadership styles. To be honest, I’m obsessed with the idea of leadership!
If you check my viewing history on any of the six streaming platforms I subscribe to, you’ll see that I gravitate toward documentaries about historical leaders and the impact they had during their tenure in leadership.
I love learning how these people used their unique personality traits to create bold changes in their lives and the world around them.
And to be even more honest, leadership isn’t something I ever dreamed of or thought I’d be good at as a kid. I was always the shy one, the least vocal in my group of friends, but the one people talked to because I was a good listener.
It wasn’t until I entered college and was elected president of my chapter of the Public Relations Student Society of America (PRSSA) at Texas Tech University that I began to apply my own leadership style to my new position.
I quickly learned that I had what it took to be a successful leader, but I would never be the loud, extroverted type. I was the quiet leader.
Over the years, I’ve learned to embrace my approach to leadership and a few things along the way:
Let go of knowledge and charisma when necessary.
Charismatic leaders who are always «on» are fun to watch and learn from, of course.
But equally impressive are leaders who know what to say at just the right moment.
For example, I have an amazing uncle: he’s easygoing, easy to talk to, and extremely intelligent.
He’s not one to command the table. He sits and listens attentively, but when the moment comes and (if) he has something to say, it’s always the funniest or most insightful thing you’ve ever heard.
I’ve modeled my leadership in the public relations world after people like my uncle, and I would certainly follow him into any battle.
Demonstrating charisma is great, but I recommend using it only when necessary.
People will still follow you. In my humble opinion, less is more!
Stay Calm and Listen
As author and educator Stephen R. Covey says in his book, The 7 Habits of Highly Effective People, “Most people listen not with the intent to understand, but with the intent to respond.”
This quote speaks to me! How many times have you had a conversation with someone and you know they aren’t really listening, but rather thinking about what they’re going to say next?
I believe a good leader, regardless of whether they’re reserved or not, must know how to listen and stay calm.
This can be difficult in the fast-paced world of public relations agencies, but the truth is that when people truly listen, it makes us feel good and validates our feelings and thoughts.
I learned to hone this skill as a reserved person growing up, and I apply it to my leadership role today. My goal is to approach every problem or challenge with calmness and positivity, and to be the person my team needs to hear.
Remember, it’s always about the team.
It’s no secret to those who know me: I adore the British royal family and the late Queen Elizabeth II and her leadership style.
She once said, «I don’t know a single formula for success. But over the years, I’ve observed that some leadership attributes are universal. Often, it’s about finding ways to encourage people to combine their efforts, their talents, their perspectives, their enthusiasm, and their inspiration to work together.»
In other words, amazing things can happen when a leader integrates each person’s unique skills.
For me, as a private leader, my team is everything.
This is especially true because I’m a member of an agency team.
I love hearing new ideas from my colleagues and working to apply them to our business. I also know my limitations and am not afraid to ask for help.
Leaders don’t have all the answers, nor should they. Ultimately, my goal as a leader is to help my team shine.
Mastering My Silent Leadership Style
I often wish I were like one of my favorite soccer coaches, with a powerful voice that could dominate everyone with a single word. But that’s not who I am, and that’s okay!
There’s room in this world for all kinds of leadership styles, and each one brings a unique twist.
Although it’s not perfect, I’ve learned to be proud of my silent leadership style and to continue looking for ways to improve it. In the meantime, I’ll keep watching, listening, and learning.
Forbes Agency Council is an invitation-only community for executives from successful public relations, media strategy, creative, and advertising agencies. Do I qualify?
How to Cultivate Your Leadership Style
The following contribution is from the Forbes website and is written by Alexandra Friedman, former member of the Forbes Council of Coaches and founder of Friedman Business Solutions.
Transitioning into a leadership role presents several challenges. One of the key problems is that companies rarely offer the training and support necessary to ensure a smooth transition.
I have worked with clients who feel ill-prepared for their new roles, despite their skills and proven track record. Often, the knowledge that served them well in their previous positions doesn’t prepare them for the unique challenges of leadership.
When it comes to leadership, style matters more than substance.
It makes sense. Consider the findings of Antonakis, Fenley, and Liechti (registration required) on the importance of developing charisma.
In the Harvard Business Review, researchers revealed how charisma trumps «good presentation skills, such as speech structure, clear enunciation, pacing, and speaker comfort» in the perception of leadership.
And leadership style focuses on actions and behavior: what is done, how often, and when.
Unlike personality, which is intrinsically ingrained in us, behavior at work can be modified, and style is mutable.
Fortunately, leadership style can be developed.
To do this, it’s important to understand social markers.
As sociolinguist Howard Giles discovered, social markers are the verbal and nonverbal behaviors we use to express ourselves, especially our multiple social dimensions (i.e., gender, socioeconomic status, age, class, etc.).
Social markers are the signals we send to others that influence how they perceive us. In the workplace, indicators that convey status—and, by extension, leadership—fall into two categories: powerful and attractive:
Powerful
– Formal
– Detached
– Stoic
– Leaning back
– Maintaining eye contact only when speaking
– Controlled movements
– Forthright
– Strong voice
– Sophisticated words
– Unapologetic interruptions
– Declarative statements
Attractive
– Casual
– Engaged
– Animated
– Leaning forward
– Continuous eye contact
– Natural movements
– Diplomatic
– Modulated voice
– Everyday language
– Attentive listening
Questions
Most of us have a preferred leadership style consisting of a predetermined set of indicators.
In simple terms, we lean toward either powerful or attractive. All leadership styles fall somewhere on the spectrum.
A combined style incorporates a balance between powerful and attractive indicators: according to the work of Peterson, Abramson, and Stutman (registration required) in the Harvard Business Review, it is key to exceptional presence.
The combined style is the goal of the best leaders.
By practicing these techniques, any leader can develop a more effective style.
Look in your mirror.
Or your webcam.
Professional athletes review game tapes to hone their skills, and aspiring executives can do something similar. If you want to achieve a balance between powerful and attractive indicators, you’ll need to conduct an honest self-assessment.
Keep a list of indicators handy and review a recording of a recent meeting—a hidden benefit of our online work.
Review the behaviors you see yourself performing while reviewing the recordings and compare them to assess your style.
Don’t hesitate to ask others for feedback. Consult with trusted colleagues and ask them to share their perspectives on your style.
Change Your Cues
Once you’ve identified your style on the spectrum, start incorporating different cues to get closer to a combined ideal.
If you lean toward powerful, add engaging cues; if you lean too toward engaging, add powerful cues.
Ease the transition by choosing one verbal and one nonverbal cue.
Don’t worry about finding the «right» combination of cues—there isn’t just one.
Choose actions that feel natural to you and practice incorporating them into your interactions.
If you’re nervous, rehearse with a friend or coach. Feel free to experiment with different cues at different times.
Even if it feels uncomfortable at first, it’s necessary to try different styles.
We all do it. The best leaders demonstrate their authenticity and presence in their ability to choose the best behaviors for the context.
Read Your Cues
My clients often ask me when to incorporate powerful or engaging cues. Intuitively, they understand that some situations require a softer approach than others.
And they’re right: interpreting the signals, or reading the chart or screen, is an essential step in honing your leadership style.
In most cases, it’s best to assess the indicators you see in others before committing to your approach.
For example, although it may seem counterintuitive, executives should use engaging indicators with their subordinates and powerful indicators with their superiors.
Building trust requires, in one case, showing compassion and, in the other, competence.
Leadership style is a crucial ingredient for executive success.
By cultivating a blended approach, leaders will be effective enough to lead with style and substance.
The Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Quiet vs. Loud: How Leadership Leaves Its Mark
The following Medium post is by D. R. Wells, author of the Amazon bestseller «Walking Out of Time,» a retired Air Force major, equality advocate, and storyteller based in Raleigh, North Carolina.
I’ve already written about my time in corporate America. Luckily for whoever reads this, I’m not going to repeat everything.
Well… maybe just a little.
It’s been four years since I stepped away from that world. And while I don’t miss the politics or the pressure, I still think about some people.
Not because we’re disconnected—we still text occasionally—but because of how they made me feel when we worked together.
They weren’t loud. They weren’t the ones banging on the table or sending out all-staff emails at 11 p.m.
They led with discretion, with presence, without volume.
They had high expectations and weren’t afraid to correct you when necessary (and I needed to more than once).
But they did it calmly, respectfully, and clearly. No yelling. No threats. No ego.
And here’s the thing: you wanted to improve with them.
Not out of fear, but because they brought their best, and that made you want to bring your best in return.
That got me thinking: how do different leadership styles influence the people under them?
The Impact of Loud Leadership
Loud leadership thrives on visibility and authority.
These leaders often rely on pressure, dominance, and emotional intensity to drive results.
And in the short term, that can work: people react quickly to fear or urgency. But over time, it creates tension, disengagement, and even burnout.
According to research published in the Harvard Business Review, authoritarian and aggressive leadership styles are often linked to lower morale, higher employee turnover, and lower creative performance (Goleman, 2000).
Employees may comply, but they rarely thrive. When mistakes are met with shame or yelling, people stop taking risks.
They fall short. They hedge instead of improving. Trust erodes.
The Strength of Quiet Leadership
Quiet leaders don’t rely on volume. They lead with presence, modeling clarity, consistency, and emotional maturity. They communicate high standards while creating space for growth. And that trust? It inspires accountability, not just performance.
Support, Guide, and Coach
Studies on transformational leadership have shown that emotionally intelligent leaders (those who guide, support, and coach) help foster significantly greater team satisfaction, resilience, and productivity (Bass & Riggio, 2006). They build what Google’s Project Aristotle called psychological safety: a space where people feel safe enough to take risks and grow without fear of embarrassment.
It’s not about being soft. Silent leaders still provide feedback. They still have difficult conversations. But they know how to correct without crushing.
And that’s the difference.
The Human Cost
I’ve worked with both types of leaders.
The loud ones made me doubt myself. I worked harder, but with less clarity. More urgency, less joy. More pressure, less confidence.
They got short-term results, but not long-term commitment.
The silent ones? They changed me. I didn’t just want to meet their expectations, I wanted to grow with them.
Because they showed up with intention and made it clear that you mattered.
That kind of leadership stays with you long after the work is done.
One last word
I seriously considered naming them in this post.
But they didn’t want to.
They preferred to lead as they lived, away from the spotlight.
So here’s to you.
You made a difference.
And you still do.
The following contribution is from Andrea Petrone, executive coach and speaker in the UK | CEO at 35 | Founder of WCL21 CEO Hub | World-Class Leaders Podcast | Follow her to master mindset and leadership
Leadership isn’t always loud.
Its quiet version can be the most powerful.
Introverted leaders are often misunderstood.
What’s the misconception?
❌ They don’t inspire teams
❌ They avoid collaboration
❌ They can’t influence others
❌ They are weak and lack confidence
❌ They can’t handle high-pressure situations
Here’s why that perspective is flawed:
✅ They hear what others miss
⇢ Listening carefully allows others to feel fully understood
✅ They unleash the team’s potential
⇢ Their calm presence creates a safe space for good ideas
✅ They make decisions with depth
⇢ Reflection leads to better, more thoughtful results
✅ They empower quieter voices
⇢ Hidden talents flourish under their leadership
✅ They lead without needing to raise their voices
⇢ Role modeling becomes their strongest message
✅ They turn dialogue into action
⇢ Inclusion drives engagement and results from the entire team
✅ They inspire with quiet confidence
⇢ Trust is Become the foundation for great performance
✅ Boost creativity
⇢ Calmness frees minds to think innovatively
In short…
A true leader doesn’t need to be the one who talks the most.
Create a space where others feel safe to speak and heard when they do.
When people feel valued, magic happens.
What if we celebrated introverted leadership more?
♻️ Let’s change the narrative: Share if you agree.
And follow Andrea Petrone for more.
The New Leadership Handbook for the Digital Age
The following contribution is from the MIT SLOAN Management Review and the authors are Douglas A. Ready, Carol Cohen, David Kiron, and Benjamin Pring.
The 2020 Future of Leadership Global Study and Research Report reveals that leaders may be clinging to behaviors that once worked, but are now hindering their employees’ talent.
Organizations must empower leaders to change their ways of working and succeed in the new digital economy.
Executive Summary
Executives around the world are unaware of what it takes to succeed and lead in the digital economy.
Digitization, emerging competition, the need for breakneck speed and agility, and an increasingly diverse and demanding workforce demand more from leaders than most can deliver. Although a significant segment of the current generation of leaders may be outdated, they still have control over strategic decisions, who is hired and promoted, and the culture of their organizations—but not for long.
The need for change is urgent, and time is running out for leaders who cling to old ways of working and leading.
The evidence of this growing mismatch between how organizations are currently run and how they should be is clearly reflected in this exciting new report,
«The New Leadership Playbook for the Digital Age: Reimagining What It Takes to Lead.»
The objective of this global executive research study and report is clear: to explore how the changing nature of competition, work, and society is influencing the future of leadership.
We surveyed 4,394 global leaders from more than 120 countries, conducted 27 executive interviews, and facilitated focus group discussions with emerging next-generation leaders around the world.
The findings are as sobering as they are inspiring. They serve as a warning to today’s leaders, as well as an invitation to reimagine leadership for the new economy.
Today’s pioneering leaders increasingly recognize that to credibly transform their organizations, they must credibly transform themselves and their teams.
MIT Sloan Management Review Research Initiative
The research and analysis for this report were conducted under the direction of the authors as part of a research initiative by MIT Sloan Management Review, in collaboration with and sponsored by Cognizant.
Some highlights from this evidence that concerned us include the following:
– Only 12% of respondents strongly agree that their leaders have the right mindset to lead them forward.
– Only 40% agree that their companies are building strong leadership pipelines to address the demands of the digital economy.
– Only 48% agree that their organizations are prepared to compete in markets and economies driven by the digital age.
– While 82% believe leaders of the new economy will need to be digitally savvy, less than 10% of respondents strongly agree their organizations have leaders with the skills needed to thrive in the digital economy.
– Digging deeper into the survey and interview data, it became clear that, in addition to a digital skills gap, some cultural and behavioral leadership norms that worked well in the past are no longer effective.
– Even worse, bridging the gap between the past and the present has created intractable tensions, undermining execution and leaving many organizations stuck in a state of cultural inertia. This explains why so many companies are slow, unresponsive, stagnant, densely hierarchical, and overly focused on short-term results.
– Finally, we found that many organizations suffer from a number of blind spots and cling to leadership behaviors, such as command and control, that may have worked in the past but now hinder employee talent across the organization.
On the bright side, we identified several leadership teams that are embracing new ways of working and leading.
For example, many of them are increasing transparency, demonstrating authenticity, and emphasizing collaboration and empathy.
What’s more, we found strong correlations between companies actively engaged in digital transformation and their readiness to lead more effectively in the new economy.
However, given what appears to be a state of ongoing disruption, we also discovered something encouraging and validating: certain leadership behaviors and attributes—honesty, integrity, inspiration, and trust—have stood the test of time, regardless of the respondent’s country, age, cultural background, or industry.
Interactive Charts
Research from MIT Sloan Management Review and Cognizant reveals that leadership behaviors fall into three categories:
– eroded
– persistent
– emerging.
Assess Your Own Leadership Style
This report refers to these attributes as eroded, persistent, and emerging leadership behaviors.
Together, persistent and emergent behaviors are essential elements of the new leadership playbook.
While identifying essential leadership behaviors is important, it is not enough to reinvent leadership for the digital economy.
In fact, we believe that is the easy part of the challenge.
Great leadership teams focus on cultivating not only the leadership competencies and skills needed to lead, but also the mindsets necessary to build authentic and passionate communities of leaders. These teams don’t simply reorganize the relationship between leaders and followers; they unleash each person’s talent to cultivate communities of leaders.
Based on our analysis of the results of a global survey and an analysis of feedback from our interviews, we identified four distinct but interrelated mindsets that, together, constitute the new hallmarks of leadership in the digital economy:
– Producers
– Investors
– Connectors
– Explorers The common thread that connects these mindsets is that they intentionally align efforts to bring out the best in colleagues and collaborators, while significantly improving outcomes for customers, communities, our planet, and shareholders.
In this report, we use case examples and executive interviews to show how commitment to these new mindsets paves the way for the consolidation of new leadership behaviors.
Leadership teams charting a new course are reimagining what leadership should look, feel, and feel like in this exciting new world of work.
Through compelling narratives, they unequivocally articulate who they are, what they stand for, and how they operate, and are clear about the cultures and mindsets they aspire to create in their organizations, modeling those behaviors.
This report is action-oriented. Readers can use our practical findings and specific recommendations to develop a new generation of leaders who are enthusiastic and well-prepared to lead in the digital economy.
Leaders Aren’t as Prepared as They Think
The majority of executives surveyed are hampered by cultural inertia, specifically a reluctance to rigorously rethink or question their past leadership practices.
The behavioral, cultural, and organizational design principles that once defined excellence have lost relevance and value.
Self-deceptive inconsistencies and contradictions dominate the self-assessments of many current leaders.
We have identified three fundamental reasons why leaders are not as prepared to lead in the digital economy as they believe:
– A deficiency in digital expertise coupled with an outdated mindset.
– A series of blind spots that prevent them from seeing a clear path forward.
– Multiple entrenched tensions that undermine strategic execution.
- Poor Skills, Outdated Mindset
71% of our respondents agree that they are personally prepared to lead in the digital economy. However, this same group scores significantly lower when asked whether they possess specific digital skills, such as using analytics to influence their decision-making or promoting the use of machine learning in their organizations’ operations.
While 71% of respondents agree or strongly agree that they feel prepared to lead in the digital economy, fewer report being effective in activities that demonstrate digital literacy. (Percentage of respondents who report being effective or very effective in the behaviors mentioned.)
Even more disconcerting is that while 82% of respondents say their companies need digitally savvy leaders, only 40% believe their organizations are building strong leadership pipelines.
There is a measurable disconnect between awareness, capability, and urgency.
However, it is clear that digitalization is placing unprecedented demands on leaders and will increasingly force companies to change the way they operate from the ground up.
“Data will no longer be the job of the CIO or an analytics division,” says Rajiv Srivatsa,
co-founder and former CTO and product manager at Urban Ladder, an omnichannel furniture retailer based in India.
It will be the responsibility of every person in the company, whether in marketing, sales, customer service, or HR.
While 82% of respondents say their companies need digitally savvy leaders, only 40% believe their organizations are building strong leadership pipelines.
Virtually all respondents noted that leaders cannot succeed unless they achieve a certain level of digital literacy.
Yet many leaders simply haven’t achieved it.
In fact, the most compelling evidence that leaders are unprepared is that only 9% of respondents strongly agree their companies have leaders with the skills needed to thrive in digital workplaces.
Only 12% strongly agree their leaders have the right mindset to lead in this new world of work.
These responses suggest a lack of confidence in the leaders’ competence.
- Blind spots that cloud perspective
To make matters worse, many current leaders aren’t as self-aware as they should be: blind spots disrupt their ability to prepare for the intense and unfamiliar competition brought on by digitalization.
Our findings revealed four types of blind spots: strategic, cultural, human capital, and personal.
Few managers and leaders fully agree that their organizations are ready to meet the challenges posed by digitalization. (Percentage of respondents who strongly agree)
Strategic blind spots occur when leaders fail to understand the revolutionary changes that are transforming business models in their industries.
«Software is sweeping every industry,» notes Brian Halligan, co-founder and CEO of marketing software provider HubSpot.
In other words, any industry will be swallowed up. And today, every company is a software company.
If you make tables or chairs, you’re in the software business. If you’re a technology services business, if you don’t get this right, your company will be in trouble.
Cultural blind spots exist when organizational behaviors are so ingrained that improvements become affronts to established norms.
Michael Schrage, a researcher at MIT’s Initiative on the Digital Economy,
observes that traditional norms for how senior executives should communicate with their people are changing faster than many leaders recognize.
Schrage recounts his exchange with the CEO of a large German company several years ago, whose speechwriter blogged on his behalf: «I told him that if he really wanted to leave a digital footprint in his organization and change the culture, he’d be better off commenting on other people’s blogs, publications, and wikis. Linking. Participating in FAQs. Responding. Having digital conversations—showing that he’s in the business, not just above it.»
«If I’m going to be a trusted advisor to senior management, I need to engage in technology conversations. I need to learn the basics: AI, big data, and the cloud.»
– Arthur Yeung, senior management advisor, Tencent Group
Blind spots in human capital exist when a company’s talent policies and practices reinforce outdated hiring and promotion practices.
«When my last company launched, we thought we knew how to appeal to millennials and Gen Z,» says Brian Kardon, chief marketing officer of InVision, a digital product design platform.
«It took me a while to realize I was more antiquated than I thought. I knew the desk phone was dead, but it turns out the desk itself no longer exists! Our employees expect the same tools and environment they have at home or at university. If they work from a couch or beanbag at home, they want to work that way here. Now we understand it, and frankly, it works for all of us.»
«Let’s look at how people are actually promoted and who is being promoted,» says Patty McCord, former chief talent officer at Netflix.
Let’s examine who we’re really investing in. Are we hiring and promoting the same people who got us into trouble in the first place? There needs to be a new path to leadership in most organizations. And that path should be available to everyone.
The Four Leadership Styles
The following contribution is from the LRI Leading Resources Inc. website and is written by Eric Douglas, senior partner and founder of Leading Resources Inc., a consulting firm specializing in developing high-performance organizations. For over 20 years, Eric has successfully helped a wide range of government agencies, nonprofit organizations, and corporations achieve significant performance improvements. His new book, The Leadership Equation, helps leaders achieve strategic clarity, manage change effectively, and build a leadership culture.
Skillful leadership requires many things. Among them is being aware of one’s own leadership style and how it affects others.
Knowing one’s style and adapting it to the needs of the situation helps build trust. This tool describes the four leadership styles in detail.
Table of Contents
Strengths and Weaknesses
Assumptions of Each Style
Changing Your Leadership Style
Group Leadership
Management and Conflict
Leadership Style Exercises
Styles That Set You Up for Failure
Beyond Leadership Style
The Starting Point
Every person has a «natural» leadership style that corresponds to their communication style.
Research has shown that people have four different ways of seeing the world and, therefore, four different ways of communicating and relating.
There are four basic communication styles:
– Director
– Expressor
– Thinker
– Harmonizer
Each style has its own approach to leadership, problem-solving, decision-making, management, and conflict resolution.
Interpreting Your Results
By taking the Straight Talk survey, you will discover where you fit on the communication style matrix below.
Each of the four quadrants reflects one of the four basic styles. For example, if you are a Persuasive, Dictator, Explorer, or Initiator, your basic communication style is Director.
If you are a Charmer, Entertainer, Diplomat, or Socializer, your basic style is Expressive, as shown below.
Some notes on communication styles:
We tend to prefer two styles over the others, but we can use any style.
Your combination determines how you communicate.
It’s especially important to understand the primary style you use most often.
No one style is the best overall, but some are better suited to certain situations.
We don’t want to use these as recruiting/hiring tools, as they don’t measure skills, experience, or knowledge.
We don’t want to use them to pigeonhole a person: «Oh… you must be a thinker because you work in Accounting.»
Leadership Styles: Strengths and Weaknesses
Once you’ve identified your communication style, refer to the table below for the corresponding leadership style:
For Managers
Strengths
– Goal-oriented
– Emphasis on the end result
– Makes quick decisions
– Willing to take risks
Weaknesses
– Pursues big, risky challenges
– Makes abrupt decisions
– Lack of team spirit
– Lack of communication
For Expressors
Strengths
– Idea-oriented
– Emphasis on people
– Entertaining, fun
– Willing to take risks
Weaknesses
– Many ideas and objectives
– Lack of clear priorities
– Difficulty following through
– Difficulty gaining commitment
For Thinkers
Strengths
– Fact- and process-oriented
– Emphasis on precision
– Emphasis on academic credentials
– Excessive quality control
Weaknesses
– Linear thinking
– Reluctant to take risks
– Tends to miss deadlines
– May not focus on the big picture General
For Harmonizers
Strengths
– Relationship-oriented
– Team-oriented
– Fun, warm, friendly
– Loyal to the cause
Weaknesses
– Avoids conflict and change
– Makes decisions slowly
– Unclear about purpose and objectives
– Tends to bureaucracy
Assumptions of Each Leadership Style
Each leadership style makes assumptions about others because of the way it processes and interprets information.
Managers make assumptions
– People don’t see the big picture
– People don’t do enough
– People aren’t decisive
– People take too long
– People shouldn’t waste time talking about their feelings
Expressives make assumptions
– People aren’t creative enough
– People need to be bolder
– People need to relax and have a good time
– People should say what they really think
Thinkers Assume
– People don’t focus enough on details.
– People don’t care about doing things right.
– People don’t understand what’s involved.
– People don’t understand how we do things around here.
Harmonizers Assume
– People aren’t sensitive enough to each other’s feelings.
– People don’t give us enough time to get things done.
– People don’t value informal conversations.
– People argue too much.
Changing Your Leadership Style
Effective leaders change their leadership style according to the needs of their organizations.
Sometimes they are forceful and directive.
Other times, they are empathetic and attentive.
Team Leadership Styles: Leading Groups
As a leader, you should try to help a group move toward a balanced communication style. For example, if a group is paralyzed by indecision, an authoritarian style will push them forward. If a group acts too quickly, a deliberate or attentive style is appropriate.
Below are four types of groups (again using the Direct Speech model) and the behaviors that typically accompany each group:
Teams of Directors
Action is better than inaction.
We should act more quickly.
We should reward bold decisions.
Teams of Expressors
Any idea is worth considering.
People should be willing to try anything once.
We should reward creativity.
Teams of Thinkers
Analysis can solve any problem.
There is a right way to do things, and a wrong way.
We reward those who do things correctly.
Harmonizing Teams
Good relationships are essential to our success.
People should not argue, but rather seek understanding.
We should reward those who work well together.
Strong, Silent, Wrong: The Unformulated Reality of Leadership
The following contribution is from the Medium portal and the author is Cristian Duman.
Showrunners and silent strategists only accomplish half the job; true leadership thrives in the middle.
Want to hide highlights? You can now hide them from the «•••» menu.
We all love a good leadership story…
Especially when it involves expeditions and explorers.
There’s something magical about them: tales of courage, survival, and triumph that draw us in and make us choose sides. We choose our heroes, defend them fiercely, and relive their adventures as legends.
Take Shackleton vs. Amundsen, for example.
Shackleton fought against unimaginable adversity, keeping his crew alive against all odds: a story that has captured the imagination and earned lasting admiration.
But should we accept a narrative just because it’s popular? What if we question it?
That’s what historian Martin Gutmann does in his TED Talk, «Why We Celebrate Incompetent Leaders?»
He turns the tables, presenting Roald Amundsen as the forgotten example of true leadership: a meticulous planner who reached the South Pole first, without drama, loss, or spectacle.
His message is cutting: we fall into what he calls the «action fallacy,» mistaking visible struggle and charisma for effective leadership.
It’s a compelling argument. We’re drawn to drama.
We praise those who rise up in a crisis. We overlook those who work quietly to prevent the crisis from happening.
But here’s the thing: what seems right isn’t always everything.
Gutmann’s argument, though sharp, trades one simplification for another.
It risks reducing leadership to a dichotomy: quiet planning versus noisy ostentation.
But leadership isn’t that clear. It’s chaotic. Adaptable. Contextual.
Sometimes, the one who captures attention is the one who holds the team together.
The Fallacy of Action: Mistaking Struggle for Strength
Martin Gutmann’s central message is based on a striking observation: we celebrate leaders who make noise, not those who prepare.
He calls this the «fallacy of action»: the belief that visible struggle indicates effective leadership. Shackleton’s ordeal makes him a legend; Amundsen’s quiet success makes him forgettable.
Gutmann insists we must challenge this script.
Recognize the planners. Celebrate the silent managers, the steady hands who prevent crises before they unfold.
It’s a tempting corrective, appealing to our sense of fairness and competence.
But this is where the conversation needs a bigger dimension.
While Martin rightly criticizes our love of charisma, his solution risks going too far. Replace the bias for visibility with a bias for invisibility, and we end up trading one myth for another.
If we continue down this path—celebrating only those who plan behind the scenes—we risk undervaluing something vital: presence, visibility, and drive.
These aren’t just superficial traits; they shape how leaders mobilize teams and drive action. The danger lies not only in whom we praise, but in the behaviors we encourage.
In the real world—whether in business, politics, or crisis response—leadership requires more than preparation. Teams need direction. Energy.
Someone who can say the difficult things and take criticism when it matters. This brings us to a blind spot in the speaker’s argument: what happens when preparation becomes their way of avoiding it.d
The Risk of Overplanning
Gutmann is right to criticize the dangers of impulsive, over-dramatic leadership.
But he overlooks the more subtle danger at the other end of the spectrum: overplanning. This is the trap where leaders get stuck perfecting the map long after the terrain has shifted.
In business, this translates to teams holding endless meetings, drafting strategic documents that never translate into action, or waiting for more data while the competition races ahead.
In politics, leaders become paralyzed by risk, waiting for perfect conditions to act—conditions that never arrive.
Planning becomes their own comfort zone, a shield against the discomfort of uncertainty.
Amundsen’s success is a testament to meticulous preparation, but leadership isn’t always about perfect execution.
Not all situations allow the luxury of time and control. Sometimes, acting in the face of uncertainty (imperfect, haphazard actions) is what it takes to break the inertia and move forward.
Planning without action is as dangerous as acting without planning. Leaders who choose preparation at the expense of momentum risk stagnation, missing opportunities, and failing to adapt when the ground shifts beneath their feet.
The Power of Visibility
Criticizing charismatic, action-oriented leaders seems like a good argument about how easily we mistake drama for competence.
But charisma, visibility, and vocal leadership are not intrinsic flaws, but assets.
Used well, they create alignment, drive momentum, and draw people toward a shared purpose.
In times of uncertainty, visible leadership offers more than just spectacle. It becomes a stabilizing force that helps teams find their bearings.
A leader who can step up, take the stage, and say, «This is where we’re going» is important.
This isn’t about stoking egos; it’s about consolidating the team when the path forward seems uncertain.
Think of times of crisis. Planning may be happening behind the scenes, but what people need is reassurance, direction, and presence.
Visibility fills that void. Without it, even the best-laid plans can fail if no one feels connected to them.
Charisma and visibility, therefore, are not substitutes for competence; they are amplifiers. They make plans visible, sense direction, and make leadership real.
Leadership is contextual.
Leadership rarely follows a formula.
A high-volume or low-volume approach feels too rigid. The best leaders combine traits, adapting to the context and the team’s needs.
Sometimes, a calm, methodical planner is needed. Other times, a visible and articulate figure inspires confidence and propels the team forward.
Visibility and planning are not opposites.
They are complementary forces that, when aligned, make leadership effective.
Visibility attracts people, builds momentum, and maintains morale.
Planning ensures that momentum stays focused in the right direction.
One without the other carries the risk of failure: visibility without planning leads to chaos; planning without visibility leads to inertia.
Effective leadership requires contextual sensitivity.
It’s about interpreting the moment, diagnosing the team’s needs, and adjusting your approach.
Some situations demand a call to action and a public presence.
Others require a strategy behind closed doors. The ability to change course—to be bold today and measured tomorrow—is what distinguishes enduring leaders from those who succeed in one fell swoop.
The best decisions often follow a rhythm: set a course, act, adapt, repeat.
Acting without planning invites disaster. But endless planning leads to paralysis.
The key isn’t perfection, but moving forward with enough clarity and flexibility to correct course on the fly.
“Management is doing things right; leadership is doing the right thing.” — Peter Drucker
Reading the landscape, leading the moment
We love stories of lone heroes, those who face adversity and remain steadfast.
But leadership is more than fitting a story arc; it’s about navigating reality. Sometimes that means moving forward decisively; sometimes it means taking a step back and steadying the course.
The best leaders don’t follow a script. They read the landscape, respond in the moment, and know when to do what.
So here’s your question: Are you valuing the right qualities in the leaders around you, or in yourself?
The Value of Silent Leadership in a Noisy World
The following contribution is from The Drum, a leading global publisher for the marketing and media industries. It defines itself as follows: Our mission is to help our more than one million readers prepare for the future. We offer practical information, guidance, inspiration, and solutions. Every day, we delve deeper into what matters to our community: thinkers, doers, creators, and innovators.
Authored by the team.
We need more silent leaders: those who lead by example, practice active listening, and empower teams to make their own decisions.
In this article, David Stopforth, Global Director of Planning at IPG Mediabrands, highlights the strength of silent leadership in a predominantly extroverted world.
He advocates for organizations to foster diversity in leadership, allowing both introverts and extroverts to thrive and drive success.
What defines a leader? In a world where experts estimate that between 65% and 75% of the general population is extroverted, we might answer that question in extroverted terms.
Leaders are front-and-center people, singers with boundless energy and charisma, capable of communicating a grand vision and making bold decisions.
This is, of course, true.
People with public-facing skills—those with natural public speaking or presentation skills—often make excellent leaders and rise quickly to leadership positions.
Their ability to unite teams around a common cause, instill energy, and quickly build successful cultures are highly desirable traits.
Sutton Trust Data Analysis
The statistics back this up: an analysis of BBC UK data by the Sutton Trust found that highly extroverted people were 25% more likely to land a higher-paying job.
Extroverted leaders are also capable of setting ambitious goals and seeing risk and opportunity as two sides of the same coin, but history shows that having a wide range of leadership styles in any organization has its advantages.
Those who tend to be more introverted often excel at talking to people individually or in small groups, and their main skills lie in coaching, encouraging, and correcting others to help them develop and achieve their goals.
Liverpool FC fans like myself know that you can be Jürgen Klopp or Arne Slott and still inspire, foster respect, and connect with teams. You can be Tim Cook or Steve Jobs and still build one of the most profitable businesses in history.
What are the characteristics of silent leaders?
- Lead by example
Silent leaders influence others with their actions, not their words. They demonstrate integrity, a work ethic, and a calm demeanor, setting the tone for others to follow. In practice, this means being hands-on and involved in your team’s daily work, standing alongside them, not just in front of them.
When teams work late and start early to get a project done, it means being there with them and participating to help solve the problem, not just chart the course.
- Active Listening
Quiet leaders prioritize listening over speaking, ensuring they fully understand their team’s perspectives, concerns, and ideas.
I strongly believe that leaders should listen to people at all levels of the team hierarchy and ensure their voice is heard.
This approach encourages open communication and creates a culture where everyone feels valued and heard.
- Trust
Rather than micromanaging, quiet leaders trust their colleagues to take responsibility for tasks and decisions.
Rather than being prescriptive, they can define the parameters of a problem and let the team decide how to address it.
Being available to provide guidance when needed can foster autonomy without leaving employees struggling.
- Reflective Decision-Making
Quiet leaders avoid rushing into judgments and make deliberate decisions. They analyze situations, seek diverse perspectives, and make decisions based on logic and empathy, balancing the long-term vision with immediate needs.
- Consistency and Calm
In periods of uncertainty or conflict, silent leaders maintain their composure and exert a calming influence.
Their serene presence helps diffuse tension, puts teams at ease, and allows for clearer thinking under pressure.
Staying calm means positioning yourself as approachable and an escalation point, as you are one step away from the problem.
In a way, empowering your team to make decisions and staying calm can position you as a safety net should things go wrong.
The Path to Recognition for Silent Leaders
How does a silent leader get noticed in an organization?
It’s a difficult question, especially in environments that reward those who are naturally more visible and outspoken.
Our more extroverted colleagues are likely to rise to leadership positions quickly and receive support in developing low-key leadership traits.
Quiet leaders are rarely prominent figures who command attention in meetings or captivate the audience at a conference.
Instead, their contributions shine from behind the scenes.
Their path to recognition may be longer, but it is not an impossible task.
The key for quiet leaders of the future is promotion. They need leaders within the organization who can highlight their strengths to senior decision-makers and help bridge the gap between their capabilities and the visibility needed to be recognized.
Feedback from colleagues often offers the clearest window into a quiet leader’s value.
Peer evaluations, particularly those that allow for open-ended responses, tend to reveal the qualities that distinguish these leaders.
These traits, when combined with measurable outcomes such as team retention, development, and high-quality work, underscore a quiet leader’s effectiveness.
However, recognition is not just about understanding a quiet leader’s impact, but also about creating opportunities for them to increase their presence.
Organizations should actively participate in the development of these leaders by developing tailored plans to expand their profiles.
Encouraging people to push their boundaries by presenting projects, participating in panels, etc., can help them gain confidence and visibility over time.
Development works both ways
Extroverted leaders who excel in public-facing roles may need to deepen their technical skills or strengthen their personal connections.
Similarly, quiet leaders may need to hone their presentation or communication skills.
Ultimately, the test of effective leadership lies in the results: how teams feel, the quality of their work, and the leader’s ability to inspire and sustain progress.
Leadership is not uniform, and organizations thrive when they embrace diversity.
Recognizing and supporting quiet leaders is part of this puzzle and ensures that organizations not only grow, but do so with balance and depth, valuing all the voices that contribute to their success.
Investing in Tomorrow’s Leadership
My advice to future quiet leaders is this: seek out organizations that value diversity of backgrounds, ideas, and leadership styles, and leverage their strengths. Trust that your thoughtful and consistent approach makes a difference.
For brands and agencies seeking more diverse leadership, creating pathways that recognize and amplify quiet voices and fostering an environment where all styles can thrive will pay off.
If you’re already a quiet leader, take the initiative for others. It’s incredibly rewarding to see the next generation of leaders take on positions of responsibility.
The Power of Silence: Leadership Beyond Noise and Visibility
The following contribution is for the BW Business World portal. The author is Srinath Sridharan a strategic advisor with over 27 years of experience in leading companies across diverse sectors. He is an independent director across multiple sectors. He advises organizations at the intersection of finance, digital technology, the consumer economy, GEMZ (sharing economy, millennials, generation Z), and ESG. He trains and mentors senior leaders. He actively participates in policy debates on industrial growth and public policy issues. He is a visiting professor at various business schools and regulatory training centers. He is a prolific media columnist on all topics. He is also the editor and co-author of «Time for Bharat» (a book on public governance). He is a visiting fellow at the Observer Research Foundation. Publish all his work at https://srinath.blog
True leadership isn’t about volume, but about impact: meaningful, reliable, and unmistakably clear.
In boardrooms and leadership forums, it often seems like loud voices steal the show.
But is being strong really synonymous with influence? Or is there something deeper at play, something quietly shaping the very essence of organizations?
In a world that often celebrates the loudest voices, it’s easy to think that a silent CEO might be at a disadvantage.
But true leadership has never been about the force with which one can speak; it’s about resonance and meaning.
There are leaders who don’t feel the need to dominate every discussion or impress the room with grand gestures.
Instead, they shine with their presence, depth, and intention. These leaders know they don’t need to be everywhere to be noticed.
However, in this age of constant visibility, where perceptions often shape reality, low-key leaders face the challenge not only of being effective but also of ensuring their impact is recognized.
An invisible leader risks being ignored, while those whose voices go unheard may be misunderstood. Their goal isn’t to change their identity, but to redefine the true meaning of being visible.
A low-key CEO must choose their moments wisely.
They don’t need to attend every meeting, but their words must carry weight when they speak.
It’s not about talking more, but about making every word meaningful. Storytelling becomes a powerful tool, not in a flashy or performative way, but by embedding their experiences, perspectives, and values into the very fabric of the organization.
A singular, heartfelt anecdote can influence a company’s culture far more than a hundred PowerPoint slides.
The written word is also a wonderful ally for quiet leaders.
In today’s digital age, carefully crafted messages—whether internal memos, industry articles, or personal reflections—help quiet leaders extend their influence beyond the boardroom.
Clear writing can leave a lasting impression, often outlasting fleeting charisma.
A leader who communicates effectively can shape narratives, guide agendas, and create echoes that resonate long after their words have faded.
Leadership is never a solitary endeavor.
The most successful, quiet CEOs cultivate an ecosystem of trusted people around them: people who amplify their voice without overshadowing it.
A perceptive COO, a skilled communicator, and a key team that deeply understands their vision play a critical role in ensuring the leader’s message is heard and understood.
They are not mere intermediaries; They act as conductors of alignment, ensuring that the spirit of leadership is transmitted throughout the organization, even in the physical absence of the leader.
And then there’s the unique charisma that accompanies stillness.
Presence doesn’t always involve projecting force. Sometimes the most captivating leaders draw people in not by taking up space, but by creating a welcoming environment for others to think, speak, and interact.
A well-timed pause, a steady gaze, or a moment of reflection before responding aren’t signs of hesitation; they’re indicators of a leader who values substance over speed.
Reflective silence, when used purposefully, becomes a powerful means of communication, amplifying meaning and intent.
Yet, despite its clarity and conviction, many low-key CEOs underestimate its impact.
They may believe that by not visibly asserting themselves, their influence diminishes.
In reality, it’s often the opposite!
A single, well-timed word can shift perspectives far more powerfully than a loud proclamation.
However, they must be aware of how they are perceived.
Creating feedback loops is crucial, not as instruments of insecurity, but as tools that reveal the true extent of their presence.
An effective process for gathering feedback from colleagues, employees, and external partners helps them refine their approach while remaining true to themselves.
Ultimately, the true measure of a leader lies not in their visibility, but in the depth of their impact.
A CEO who engages sincerely, makes thoughtful decisions, and fosters a culture of trust leaves a lasting mark, even from a distance. Their leadership is not a fleeting echo; it is a lasting presence that resonates.
A discreet CEO who bases their leadership on dharma (an internal compass of right conduct) and remains true to their prakriti (nature) does not seek visibility for its own sake; their presence is focused on service, not self-promotion.
They don’t need to put on a show or adopt a flashier image to meet common leadership expectations. On the contrary, its true power lies in the harmony between values and decisions, thoughts and actions.
It doesn’t have to be loud; it must be unmistakably clear. With that clarity, they become indispensable, because authentic leadership is not about being seen, but about being perceived.
This isn’t a call to low-key leaders to transform.
It’s an invitation to lead in a way that aligns with their true essence.
It reminds us that visibility isn’t about theatrics, but about genuine impact. It perfectly illustrates that leadership isn’t about performance, but about presence.
Leadership isn’t about seeking the spotlight, but about guiding others on their path. How will you ensure that your low-key presence has a meaningful impact?
Disclaimer: The opinions expressed in this article are those of the author and do not necessarily reflect those of the publication.
Silent Leadership: The Role of Silence in Management
The following contribution is from the AMBA & BGA portal, which defines itself as follows: What began as a group of eight men passionate about higher education in the United Kingdom has transformed into a diverse global company with a network of business schools, students, graduates, corporations, and friends almost all over the world. At AMBA & BGA, we are very proud of our roots.
The author is Paul Hargreaves, a B-Corp ambassador, speaker, and author of The Fourth Bottom Line: Flourishing in the New Era of Mercy Leadership, available now.
Individual silence is powerful, as is collective silence. Let’s incorporate more silence into our noisy world, which will make us better leaders, says Paul Hargreaves.
How can a leader remain silent? you might ask.
I don’t mean being silent all the time, of course, but I think we would do well to talk less and listen more in many cases, both to our inner voice and that of others.
Many of us are surrounded by noise for much of our lives.
Even as I write at home, in the relative quiet of the countryside, I can hear the distant roar of traffic, birds singing, and one of my neighbors using a power tool.
Some find silence extremely threatening and can’t stand living in silence.
They turn on the television as soon as they enter the living room, are constantly plugged into music even when exercising, and go to sleep with the radio on.
Most of the world’s religions have discovered the power of silence and the benefits it can bring.
And now some secular groups also organize silent retreats as an antidote to our noisy world.
My mother went to a Quaker school, and I remember her telling me that they had to eat their meals in silence and weren’t even allowed to ask for condiments like salt and pepper.
Others had to realize that you cared for them and offer them to you. Unconsciously, she maintained this habit into her adult life and often sat waiting at the beginning of her meal, longing for the salt her hungry children hadn’t given her.
Communication can certainly happen in silence, and perhaps that’s a lesson we should learn. Many of us will have experienced sitting in a room with someone we love, in perfect comfort, without having to say anything, yet experiencing a deep communication and connection.
Words are unnecessary in these situations, and silence is only uncomfortable when we don’t know others well.
The Depth of Self-Knowledge Through Silence
I remember learning about «poustinia» on a trip to the Celtic Community of Northumbria.
The word comes from Russian and means desert, and in this case, «desert» was a dark, windowless shed containing a hard chair and a small desk with a lit candle.
As part of my retreat, I was going to spend an hour in absolute silence in the poustinia, with only a candle for company.
If you’re not used to it, an hour of silence is a long time, but it was a profound experience for me, coming from a very busy life with several young children.
There is a depth of self-knowledge through silence that allows us to better connect with the world.
Now I incorporate some silence into every day of my life, even when I think I don’t have time to stop.
The musician John Cage performed a piece called 4’33» as part of a concert.
When it came to that part, the orchestra fell silent for 4 minutes and 33 seconds. Cage wanted the audience to notice the sound of silence around them before listening to the rest of the concert with greater appreciation.
The same thing happens to us in conversations and meetings. Even when others are speaking, many of us don’t maintain absolute silence inside, as we plan what to say next.
Adopting silence in our personal lives will also help us truly listen to others when they speak.
Those who reach out to you will feel much more valued because they’ll know you’re truly listening; and the next time you have something to say, your silence will be helpful because you’ll have listened carefully to what was said.
In fact, those who speak less in meetings are considered wiser by others present, which means that silence not only means you’ll listen better, but they’ll also listen more attentively when you speak.
As Plato is said to have said: Wise men speak because they have something to say; fools, because they have something to say.
Collective silence also has power; for example, the silence we use nationally to remember those who fell in wars.
These commemorative silences used to last two minutes, but now seem to have been reduced to one, and in some cases are accompanied by applause.
It’s almost as if silence is too difficult for us in these times of limited attention span.
Let’s go back to the longer silences, shall we? Perhaps I should start a petition? I remember on a spiritual walk in India, even though there were thirteen of us, we would sometimes spend an hour walking in «noble silence,» and there was a power in it I’d never experienced before.
With even larger groups, the power is potentially greater.
A year after the terrible Grenfell Tower fire in London, which took the unnecessary lives of 72 people, a silent walk was held to remember the victims and demand justice. These are the words of Lisa Cumming, who participated in the walk:
I’ve gathered in communities after tragic and violent events (riots, floods), but I’d never experienced the strength, compassion, and power of the crowd that came together a year after the Grenfell Tower fire… Someone was playing the piano. A gentle hush signaled to us that it was time to begin the silent walk. Older people, young people, survivors, and supporters had gathered en masse.
While we waited, a young man in a high-visibility vest asked people to be silent; a couple of gentle reminders were enough. And the silence endured…
I’ve learned so much about the collective power of silence since I began working for the Quakers.
And the silence for Grenfell was sustained by the incredible community that supported each other in their grief, while searching for the three words that resonated from the signs people carried: love, truth, and justice.
I normally post a two-minute video each week on social media talking about some aspect of good leadership, but lately, when I upload videos, I feel a slight contradiction, aware that I’m spreading more words when there are probably already too many.
Perhaps one week I should act like John Cage and post a two-minute video of myself sitting in silence. Perhaps it would have more impact? Individual silence is powerful, as is collective silence. Let’s incorporate more silence into our own noisy world, which will make us better leaders.
Actions
Learn to live with silence as part of your life:
Right now, set a five-minute alarm and be silent. When your mind wanders, recover and focus on your breathing; it will help. Enjoy the silence.
Today, find another time to be silent. If you’re moving from a busy home to a busy job (or vice versa), it’s even more necessary to find a space where you can be silent. Make this a habit and try to do it daily.
In meetings or conversations today, actively listen in silence for longer than usual. Learn not to fear silence in conversations. Fewer words often equal wiser words.