Summary of "How to Make Your Leadership Potential More Visible" – HBR On Leadership

Episode: How to Make Your Leadership Potential More Visible
Host: Kurt Nickish
Guest: Suzanne Peterson, Associate Professor of Leadership at Thunderbird School of Global Management, Arizona State University
Release Date: May 29, 2024

In this insightful episode of HBR On Leadership, Kurt Nickish engages with Suzanne Peterson to explore the often intangible barriers that prevent talented professionals from advancing into leadership roles. Peterson offers actionable strategies to enhance one's leadership presence, emphasizing the distinction between inherent personality traits and adaptable leadership styles.

Understanding the Leadership Vibe

Kurt Nickish introduces the central issue: many competent employees receive vague feedback indicating they're not ready for promotion due to an undefined "leadership vibe." This vagueness leaves individuals uncertain about how to improve.

Suzanne Peterson acknowledges the universality of this challenge, stating, “Style matters. And it tends to be something that we find people are constantly trying to navigate” (03:14). She differentiates between personality—which is largely unchangeable—and style, which comprises behaviors and habits that can be adjusted to influence how one is perceived.

Power vs. Attractive Behaviors

Peterson categorizes leadership styles into two primary types:

1. Power Behaviors: These include traits like confidence, assertiveness, and decisiveness. While they convey competence and authority, overemphasis can lead to perceptions of being intimidating or abrasive.

   “Power style sometimes is intimidating, aggressive, off-putting, cold, not relational.” (05:44)

2. Attractive Behaviors: Traits such as approachability, warmth, and collaboration fall under this category. Excessive reliance on these can result in being viewed as passive or lacking authority.

   “These attractive markers are passive, quiet, deferential, nice, easy to talk to… but on the downside, sometimes...weak, too passive.” (06:10)

Common Pathways Hindering Leadership Advancement

The discussion highlights that professionals often get stagnant in their careers due to their default style leaning too heavily towards attractiveness. Transitioning from an attractive to a more powerful style is generally more challenging than the reverse.

Peterson explains, “We clearly find that it is a little bit easier to coach people to go from a powerful style to an attractive style... but that's a little harder” (08:24). This tendency can impede those who are naturally likable but need to project more authority to advance.

Adapting Leadership Styles Authentically

Change in leadership style doesn't require becoming a different person. Instead, it's about flexing one’s existing behaviors to suit different contexts.

Peterson advises, “Make small changes, so don't try and do too much... Picking one or two things is plenty for you to start to change perceptions” (13:48). She emphasizes focusing on behavior rather than internal feelings, allowing actions to shape how one is perceived.

An illustrative example involves managing perceptions during a presentation. Rather than waiting to feel confident, adjusting body language and posture can project confidence, which in turn can bolster internal confidence.

Navigating Leadership as Women and People of Color

The episode delves into the additional complexities faced by women and people of color in leadership roles. Peterson addresses the double bind women often encounter, where exhibiting competence can undermine likability.

“The research is clear that the more successful that women become, their likability factor often goes down somehow.” (16:31)

To mitigate this, women are encouraged to balance power with warmth strategically. For example, while advocating firmly for their ideas, they should also engage empathetically to maintain relational strength without being perceived negatively.

Impact of the Virtual Environment on Leadership Style

With the rise of remote work, Peterson highlights the necessity of adapting leadership styles to virtual settings. Effective virtual leadership involves conscious adjustments in presentation and communication to convey desired traits.

“What do you want your style to look like virtually?... Are you trying to be deeply accessible and warm... or are you projecting something more powerful and strong?” (19:16)

She emphasizes the importance of setting the right tone through visual and verbal cues, such as maintaining eye contact on video, managing backgrounds, and adjusting communication styles to fit the virtual medium.

Examples of Effective Leadership Styles

To illustrate successful integration of power and attractive behaviors, Peterson cites figures like Roger Federer and Jacinda Ardern:

• Roger Federer: Combines high competence and confidence with humility and approachability, making him both respected and likable.

  “He tends to be notice, quite popular with so many.” (20:54)

• Jacinda Ardern: Balances authoritative leadership with warmth and informality, exemplifying effective modern leadership.

  “She asks the tough questions... but displays a lot of competence, quite articulate...” (22:09)

Conclusion: Strategic Flexibility in Leadership

The conversation concludes with reaffirming that effective leadership requires strategic flexibility. By understanding and adjusting one's leadership style, professionals can better navigate organizational dynamics and enhance their visibility for advancement.

Peterson encapsulates the essence of the discussion: “We want them to bring their strength as a leader, not have it be framed as, you know, that woman leader. We want it to just be as a leader.” (16:31)

This episode provides valuable insights into the nuanced interplay between leadership styles and career advancement. By distinguishing between personality and style, and offering practical strategies for behavioral adjustments, Suzanne Peterson equips listeners with the tools to make their leadership potential more visible and impactful.