Leadership For New Managers

26% of your promotion depends on executive presence. But no one explains what those words really mean. "She lacks executive presence" might be the most frustrating feedback ever. Because it's rarely followed by what to actually do about it. I've coached hundreds of leaders through this exact challenge. Here are 7 ways to build executive presence: 1. Practise Strategic Silence ↳ Leaders who listen first command more respect ↳ Ask: "What are your thoughts?" - then pause 2. Simplify Complex Ideas ↳ Complex language often masks insecurity ↳ Replace jargon with everyday language 3. Calibrate Your Reactions ↳ Overreacting undermines your credibility ↳ Ask yourself: "Will this matter in 6 months?" 4. Bring Solutions, Not Just Problems ↳ Leaders are remembered for solving problems ↳ Never raise an issue without at least one solution 5. Own Your Authority ↳ Undermining phrases erase years of hard work ↳ Remove words that weaken your message: "just," "kind of," "I think maybe" 6. Own the Room ↳ Your physical presence speaks before you do ↳ Sit tall and take up your full space at the table 7. Expand Your Influence Beyond Your Role ↳ Broader influence gets you bigger opportunities ↳ Volunteer for cross-functional projects Executive presence isn't about changing who you are. It’s about showing up as your real, confident self. ♻️ Repost to help your network ➕ Follow Dora Vanourek for more

The best people don't leave companies. They leave managers who refuse to lead. The distinction is outdated: "Managers do things right.  Leaders do the right things." "Managers light fires under people.  Leaders light fires in them." Here's the hard truth: This frame allows mediocre managers to stay mediocre. "I'm just a manager, not a leader." It's an excuse to avoid the hard work of: - Driving change - Developing people - Thinking strategically Today's reality: Your people have more options than ever. They want to be led, not managed. The best will leave to find it. Great management IS leadership. The expectation is that managers ARE leaders. Here are the 12 shifts that separate managers from leaders: Takes Radical Ownership vs. Waits for Instruction ↳ Own outcomes, not just activities Embodies High Standards vs. Accepts Mediocre Work ↳ Your standards become your team's ceiling Builds Trust Intentionally vs. Relies on Authority ↳ Authority gets compliance. Trust gets commitment. Connects Authentically vs. Maintains Distance ↳ Genuine connection multiplies influence Mutual Accountability vs. Enforces Rules ↳ Create shared ownership of outcomes Recruits Relentlessly vs. Fills Open Roles ↳ Always be building your talent pipeline Creates Clarity vs. Secret Expectations ↳ Unclear expectations are unfair expectations Acts Decisively vs. Avoids Conflict ↳ Indecision is a decision to stay stuck Thinks Systemically vs. Fights Fires ↳ Build systems that prevent problems Develops Deliberately vs. Fires Fast ↳ Invest in people before replacing them Continuous Improvement vs. Defends Status Quo ↳ Question everything. Optimize constantly. Guards Focus Courageously vs. Contributes to Chaos ↳ Protect your team's attention like your budget The good news? These behaviors compound. Ownership builds trust and creates clarity. Focus protects standards and drives improvement. Decisiveness enables systemic thinking and development. Lean on the one that feels most natural.  Build the one that puts you furthest behind. Because the managers who integrate all 12? They don't just lead teams. They build teams of leaders. ♻️ Share to help others step into real leadership. 🔔 Follow Dave Kline for more practical leadership insights.

One of the biggest transitions in any career is going from manager to leader. It sounds simple—but it’s a powerful shift, and it doesn’t happen overnight. When you’re managing, your focus is execution: making sure the work gets done, hitting deadlines, solving the immediate problems. But leading? Leadership is about vision. It’s about stepping back to see the big picture—and helping others see it, too. Here are a few shifts I’ve seen (and lived) over the years: ✔️ From taskmaster to culture shaper: Leaders connect the work to something bigger. They help people understand why their work matters—and how it ladders up to a shared mission. It’s not just about getting things done. It’s about creating an environment where people feel energized and encouraged. Where they can grow, feel heard, and want to show up and contribute. Culture doesn’t just happen—it’s shaped every day by what leaders choose to emphasize and how they show up. ✔️ From solving problems to asking better questions. You don’t need to have all the answers. In fact, you shouldn’t. Leaders create space for new ideas and unexpected solutions. That means asking better questions, being curious, and letting new information shift your thinking. When you lead with curiosity instead of certainty, you get better outcomes—and better relationships. ✔️ From managing outcomes to investing in people. The best leaders I know care about performance—and they care just as much about potential. They give people opportunities to build on their strengths. They invest in development. They make space for mistakes, because they know that’s how learning happens. Leadership isn’t about perfection—it’s about helping others grow into their own leadership, too. So if you’re in the middle of this shift, here’s what I’ll say: trust the process. Let go of control. Listen more than you speak. Support more than you direct. Because at the end of the day, people don’t follow job titles—they follow clarity, trust, and purpose. Anyone who has made this transition, what are other shifts and advice you would give?

When I assess team dynamics, I never ask “what’s your communication process?” Instead, I ask:   - Who gets to disagree here? - Who offers the ‘obvious’ idea? - Who names the elephant in the room? - And who pushes things forward when no one’s ready? These aren’t personality traits but team conversation roles. And David Kantor’s research shows that high-performing teams cycle through 4 roles in real-time conversations: 1. Initiator - proposes direction 2. Supporter - builds on the idea 3. Challenger - tests assumptions 4. Observer - brings perspective But here’s what’s not obvious: These roles are not titles, archetypes, or fixed styles. They’re functions and they only show up when the team culture allows them. And that’s where 🧠 team psychological safety comes in. When it's high: - The Challenger dares to disagree without fear of judgment - The Observer can name what others avoid without being dismissed - The Supporter feels safe amplifying ideas, not just agreeing - And the Initiator doesn’t dominate out of silence, but lead within dialogue Because effective team communication isn’t about being present in the room and talking. It’s about ensuring the right mix of roles (!) shows up at the right time. P.S.: Which of these roles is missing (or overused) in your team? 📊 Studies: Kantor, 2012; Edmondson, 1999.

Most people chase “executive presence.” Ironically, that chase is exactly what keeps them from having it. When someone says, “𝘚𝘩𝘦 𝘩𝘢𝘴 𝘦𝘹𝘦𝘤𝘶𝘵𝘪𝘷𝘦 𝘱𝘳𝘦𝘴𝘦𝘯𝘤𝘦,” they are rarely talking about style, charisma, or polish. They are reacting to a pattern of behavior they’ve experienced over time. Here’s what they usually mean: • She listens deeply • She communicates with purpose • She brings unique insight • She stays steady under pressure • She makes hard calls — and owns them • She brings clarity to ambiguity • She trusts her judgment without ego • She shows strength through vulnerability • She lifts others rather than outshining them That’s the point: “Executive presence” isn’t one thing. It’s an aggregation of many behaviors done consistently and well. If you want to build it, you don’t need charisma. You need habits. Here are 7 ways to start building executive presence today: 𝟭/ 𝗕𝘂𝗶𝗹𝗱 𝗾𝘂𝗶𝗲𝘁 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲 Trust your experience. Speak less, say more. 𝟮/ 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘄𝗶𝘁𝗵 𝗮𝘂𝘁𝗵𝗼𝗿𝗶𝘁𝘆 Listen to understand. Be clear, concise, and deliberate. 𝟯/ 𝗠𝗮𝗶𝗻𝘁𝗮𝗶𝗻 𝗰𝗼𝗺𝗽𝗼𝘀𝘂𝗿𝗲 Pause before you react. Poise beats perfection. 𝟰/ 𝗕𝗲 𝗮𝘂𝘁𝗵𝗲𝗻𝘁𝗶𝗰 Presence grows when you stop performing and start being real. 𝟱/ 𝗗𝗲𝘃𝗲𝗹𝗼𝗽 𝗴𝗿𝗮𝘃𝗶𝘁𝗮𝘀 Think long-term. Add insight others miss. 𝟲/ 𝗕𝗲 𝗱𝗲𝗰𝗶𝘀𝗶𝘃𝗲 Make the call. Explain your reasoning. Own the outcome. 𝟳/ 𝗜𝗻𝘀𝗽𝗶𝗿𝗲 𝗼𝘁𝗵𝗲𝗿𝘀 Create clarity of direction — and belief in possibility. Executive presence isn’t built by performing. It’s built by alignment — between who you are, what you say, and how you act. When that alignment is consistent, presence takes care of itself. What behavior would you add to the list? ----- Follow me, tap the (🔔) Omar Halabieh for Leadership and Career posts.

The difference between a manager and a leader isn’t just a title — it’s a mindset. Managers keep things running efficiently, ensuring processes are followed and goals are met. Leaders, on the other hand, inspire, innovate, and push boundaries to drive long-term success. So how do we transform today’s managers into tomorrow’s leaders? It starts with intentional development. 1️⃣ 𝗘𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗶𝗻𝗴 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 – Managers are often focused on execution, but leadership requires a broader vision. Giving managers opportunities to think beyond the day-to-day and make strategic decisions helps them shift their perspective. 2️⃣ 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗶𝗻𝗴 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 (𝗘𝗤) – Leadership isn’t just about knowledge; it’s about people. Great leaders understand how to navigate interpersonal relationships, manage emotions, and communicate effectively. Investing in EQ training fosters trust and stronger team dynamics. 3️⃣ 𝗟𝗲𝗮𝗱𝗶𝗻𝗴 𝗯𝘆 𝗘𝘅𝗮𝗺𝗽𝗹𝗲 – The best way to create leaders? Show them what great leadership looks like. By demonstrating integrity, resilience, and transparency, senior leaders set the tone for the next generation. 4️⃣ 𝗣𝗿𝗼𝘃𝗶𝗱𝗶𝗻𝗴 𝗚𝗿𝗼𝘄𝘁𝗵 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 – Leadership isn’t learned in a vacuum. Giving managers access to mentorship, executive coaching, cross-functional projects, and leadership development programmes equips them with the skills they need to level up. 5️⃣ 𝗣𝗿𝗼𝗺𝗼𝘁𝗶𝗻𝗴 𝗔𝘂𝘁𝗼𝗻𝗼𝗺𝘆 – A leader isn’t just someone with a title—it’s someone who takes initiative and owns their decisions. Encouraging managers to take charge, make key decisions, and innovate helps them develop confidence in their leadership abilities. 6️⃣ 𝗙𝗼𝘀𝘁𝗲𝗿𝗶𝗻𝗴 𝗮 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗼𝗳 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 – Feedback is a two-way street. Leaders don’t just give feedback—they seek it out. Creating an open environment where managers receive and provide constructive input allows them to grow and refine their leadership style. The best organisations don’t just look for leaders externally; they cultivate them from within. By intentionally developing leadership skills in managers today, we future-proof our businesses and empower the next generation to lead with confidence, purpose, and vision. Are we investing in our managers the way we should be?

Some managers go beyond just overseeing tasks they genuinely care about their team’s career growth and success. These leaders take the time to understand your professional goals and help you chart a path toward achieving them. They invest in your development by providing valuable feedback, offering learning opportunities, and encouraging growth. When a manager genuinely wants you to succeed, they create a supportive environment where you feel empowered to take on new challenges. Their guidance helps you build confidence, refine your skills, and navigate obstacles with a clear vision. Such managers recognize that your success is also the team’s success, and they actively work to unlock your potential. They understand that fostering a culture of growth and development benefits not just the individual but the entire organization. These managers are mentors, constantly looking for ways to help you improve and succeed in your career. They offer constructive criticism, celebrate your achievements, and ensure that you have the tools and resources you need to excel. When a manager genuinely supports your career ambitions, it motivates you to work harder, take risks, and push beyond your limits. This kind of leadership builds loyalty, trust, and engagement, as employees feel valued and seen for their potential. Managers who want you to succeed invest in your future, helping you build a career that you can be proud of. Their support leads to long-term success, both for you and the organization. In the end, a manager who genuinely wants you to succeed is one of the most powerful assets to your professional growth.

In executive search, I’ve seen leaders win (and lose) game-changing opportunities based on one thing: how they show up. You could have the right experience, the best metrics, and a glowing résumé…But if your presence doesn’t communicate leadership, trust, and influence? You’re not getting the role. That’s why I’m a big fan of Gartner’s Executive Presence Wheel of Influence—because it breaks presence into what it truly is: Image → What people believe about your reputation Impressions → How you make people feel through your tone, clarity, and energy Impact → The legacy of your interactions—what changes because of you Leaders with strong executive presence are 76% more likely to be promoted than those without it. (Source: Center for Talent Innovation) Yet, executive presence isn’t just about how you look-it’s about how you influence. The 3 Pillars of Executive Presence: If you want to lead, inspire, and command a room, you need to master these: 1. Image: What people think about you -Your reputation, credibility, and personal brand shape how others perceive your leadership. Executives with a strong brand are 45% more likely to be trusted by their teams. (Source: Edelman Trust Barometer) 2. Impressions: How people feel about you - Your body language, tone, and communication set the tone for how others react to you. * A study by Harvard Business Review found that 55% of executive presence comes from how you communicate. 3. Impact: What people do because of you - Leadership isn’t about being the loudest voice in the room—it’s about inspiring action. Companies led by influential leaders see 37% higher employee engagement. (Source: Gallup) When I mentor senior leaders, I often ask: 🟠 Do you project clarity under pressure? 🟠 Are you leaving your team inspired or just informed? 🟠 Does your personal brand match how people experience you? How to Strengthen Your Executive Presence Today -Build a strong reputation – Be known for something specific in your industry -Refine your communication – Clarity, confidence, and storytelling matter - Create lasting impact – Lead with authenticity, inspire action, and be remembered Executive presence can be taught. It can be shaped. And it can be mastered. But it requires self-awareness, feedback, and most importantly—practice. Let’s normalize talking about this. Your title might get you in the room—but your presence decides if people will follow your lead. #ExecutiveSearch #LeadershipDevelopment #Mentorship #ExecutivePresence #CareerGrowth #LSInternational

Here's a pattern I see everywhere: organizations trying to solve people management problems by implementing a new rule or policy instead of attacking the underlying leadership gaps that cause the problems in the first place. For example: ◆ Managers don't support employee growth → Required learning goals in performance reviews instead of teaching managers how to have meaningful career conversations and creating a culture where senior leaders model genuine investment in people's development. ◆ Low employee engagement → Compulsory team-building activities instead of developing managers who create psychologically safe environments and ensuring that engaging leadership behaviors are recognized and rewarded at all levels. ◆ Inconsistent performance feedback → Mandatory quarterly reviews with standardized forms instead of coaching managers on ongoing performance conversations and building systems that reinforce regular, quality feedback as a core leadership expectation. ◆ Lack of recognition and appreciation → Formal recognition programs with points systems instead of cultivating managers' ability to give meaningful acknowledgment and making authentic appreciation a visible, valued leadership competency. ◆ High turnover → Exit interview policies and retention bonuses instead of developing managers who build strong relationships, addressing systemic issues that drive turnover, and ensuring that people-focused leadership is modeled from the top down. Policies aren't inherently bad—they can provide helpful structure and clarity. But policies alone are easier to implement than culture change. They're measurable, compliance-friendly, and give us the illusion of progress while often treating symptoms rather than addressing the root cause: lack of interpersonal leadership skills. The most effective approach combines both: thoughtful policies that support and reinforce the leadership behaviors we want to see, paired with genuine investment in developing our people leaders. This means helping managers build authentic relationships with their teams while creating systems that recognize and reward those behaviors. It means senior leadership demonstrating what caring about employee growth actually looks like in practice, not just mandating it through policy. What makes this challenging is that this integrated approach is harder, takes longer, and can't be measured as easily as policy compliance alone. But when policies and behavioral change work together, that's when real transformation happens. Without the behavioral foundation, even the best policies become empty checkboxes that people work around rather than embrace. What leadership gaps have you seen organizations try to "fix" with policies instead of people development? #leadershipskills #culturechange #engagement