10 Ways New Managers Can Be Influential Leaders

Ways to become an influential leader

Being a good leader involves self-awareness and a desire to improve. It also requires self-care. Ensuring optimal physical, mental and spiritual health frees you to proactively focus on your team’s needs. 

Madeleine Homan Blanchard, chief coaching architect at Blanchard, emphasized the importance of self-awareness. “The higher people go, the more self-aware they need to be — the more they need to continue to grow and leverage the best parts of themselves and to get better at mitigating the less great parts of themselves,” Blanchard explained.

With that in mind, consider the following 10 habits and best practices that can help new managers become influential leaders.

1. Maintain composure in your leadership role.

Everyday management situations can incite fight-or-flight emotions in any reasonable person. Predatory customers, leadership misdirection and toxic employees can create frustration and rising emotions in even the most seasoned managers. 

Maintaining your composure ― no matter the scenario ― is essential to leadership. Speaking respectfully, with tact and reason, is critical to being heard by others.

A true leader can respond to emotionally charged situations with a sound mind and calm disposition. They consider all possible effects of their response and act accordingly.

2. Exude confidence in your leadership role.

No matter the risk of success or failure, a leader exudes confidence and courage in situations others may question. Employees may fear a decision’s outcome but willingly support it when they witness confidence in their leader’s verbal and nonverbal messages. 

Demonstrating confidence in your decisions ― or your team’s decisions ― encourages confidence all around. When leaders are confident enough to take the helm, employees are inspired to follow.

Jacob Goldstein, founder and executive director at the Leadership Laboratory, noted that new leaders often struggle with “impostor syndrome” — the feeling of being unqualified for their role. Imposter syndrome can significantly erode a new leader’s confidence and inspire doubt in their teams. However, thorough preparation — gaining the necessary knowledge and tools — can help alleviate this challenge.

“If I want to show up in my work and in my leadership with confidence, I need to make sure that I’m showing up with that feeling that I have a strong sense of competence,” Goldstein advised.

Blanchard cautioned that some leaders confuse confidence with arrogance. Arrogant leaders often fear they’ll appear unconfident and unsure if they involve other thinkers and stakeholders in their decision-making process. “When, in fact, [involving others in decisions] is the confident move,” Blanchard explained. “The key, however — and this is where confidence is critical — is to make the decision in the end.”

3. Be accessible as a leader.

Accessibility can be challenging for new managers accustomed to working independently because they’ve only ever been accountable to their higher-ups. In contrast, a leader is accountable to everyone they manage.

For best results as a leader, strive to be accessible with an open-door policy in the office. Additionally, you must be proactive with your employees and actively seek opportunities to support their efforts and professional growth. To be a good people manager, come out from behind your desk, walk the floor and visit your team. Determine their roadblocks and commit to solving problems and setbacks together.

4. Use your leadership position to motivate others.

Leaders don’t seek recognition; instead, they offer it freely. They give credit where it’s due and recognize others’ hard work and efforts. 

Leaders know recognition isn’t just about occasional rewards, employee bonuses and promotions. Recognition means identifying the daily accomplishments and tasks that benefit the team and its goals. When you convey an attitude of appreciation for workplace accomplishments, you help improve employee engagement, morale and motivation. 

Goldstein pointed out that recognition isn’t one-size-fits-all. Motivating factors can vary significantly by employee. “So, a lot of it is asking those questions of our team members and our direct reports about what it is that motivates them,” Goldstein explained. “There’s no need to guess. Let your direct reports tell you explicitly what motivates them to do their best work. Then use that as the customized blueprint for working with them moving forward.”

5. Watch your body language in your leadership role.

Every move a leader makes is consciously or subconsciously evaluated by those they wish to influence. If you make body language mistakes that send the wrong messages, your team will see the disconnect and trust you less. 

For example, leaders know to adopt an open, confident position when speaking and listening. They strike a neutral position that provides access to their space and demonstrates confidence in the message. When you stand with your arms crossed or speak with uncontrolled mannerisms, others become distracted and question your credibility.

6. Practice word awareness as a leader.

Leaders speak succinctly, using only words that add value to their message. You can perfect this skill by practicing the less-is-more method. 

Eliminate all nonwords, such as “um” and “uh.” Pause to transition between thoughts and topics, allowing listeners to consider what you say. Provide messages clearly and concisely to avoid rambling and confusion. Clarity builds confidence in listeners and credibility in the message.

7. Respect others in your leadership role.

Respecting others is a crucial tenet of successful leadership. You can demonstrate respect to others with the following tactics: 

• Welcome others to share their views: Share the floor with those who want to share their thoughts, allowing them to ask questions, offer concerns and respond to events. Goldstein recommends soliciting feedback about your leadership style from direct reports using a “start, stop, continue” model — asking employees about what you should start, stop and continue doing. “[This] gives a really nice framework for individuals to be able to [tell] their supervisors about what is going well, what might change and maybe what needs to stop or end,” Goldstein explained. 
• Listen intently to whoever is speaking: Allow your thoughts to be clear and entirely focused on others. Ignore all devices that may attempt to steal focus from those you wish to influence.
• Give speakers your undivided attention: Lean forward in your posture, make eye contact and refrain from formulating your response until the person you’re talking to has finished speaking. Showing this essential courtesy strengthens your credibility and helps earn your team’s respect — instead of driving them away with disrespect, thoughtlessness and rudeness.
• Demonstrate the impact of their work: Goldstein cautioned that leaders often make requests of their direct reports but fail to follow up to show them how their work added value to the organization. “Even if the impact might seem obvious, the more we can highlight that their work made a difference, the higher their level of engagement for similar tasks in the future,” Goldstein explained.

8. Be grateful and humble in your leadership role.

Leaders understand that no success is achieved alone. While recognizing others is essential, a true leader’s gratitude and humility inspire others to act. 

When you acknowledge that you can’t perform alone and show appreciation and humility toward your team, you encourage more focused, deliberate work. Humility demonstrates that you recognize improvements are always possible, regardless of how experienced you may be.

Blanchard cited the adage, “The best leaders hire people who are smarter than they are.” “That takes confidence and humility because it’s so threatening, right?” Blanchard said.

Blanchard also warned leaders to avoid the pitfall of having to be the smartest person in the room. “[Move] to a place where you can help other people be the smartest person in the room because you need 10 ‘smartest people’ in the room to succeed, not just one,” Blanchard advised.

9. Continue your leadership development journey.

Leaders know there’s always room for improvement and never rest on their laurels. They seek feedback from trusted mentors and coaches to hone communication and management practices and improve their business skills continually. 

Inspirational leaders want to know how others perceive them and work diligently to earn trust and credibility from their teams. 

10. Champion others in your leadership role.

True leaders know they’re responsible for mentoring, guiding, setting employee performance goals and providing feedback continually. However, they’re also responsible for identifying employees ready to be promoted from within.

Britney Cole, Blanchard’s chief innovation officer, explained that influential managers should go beyond helping their employees achieve excellence in their current roles. They must also build a support coalition for them throughout the organization by looking for opportunities to promote them. “So, it’s almost your job as a manager to get ready for people to leave the nest,” Cole said. “I joke that a leader’s job is to get yourself out of a job because you’re building that succession pipeline behind you.”

Leadership mistakes to avoid

Being a leader adds much weight to your shoulders. Even if you effectively deal with conflict, provide adequate feedback, are the “fun” boss and keep the right mindset, mistakes sometimes happen.

Consider the following leadership mistakes to avoid. Don’t beat yourself up if you make them ― the leadership growth process is never-ending:

• Hiring too quickly: It can be challenging to fill your workforce so your company runs like a well-oiled machine. However, the hiring process shouldn’t be rushed. Bad hires are costly and bringing on the wrong applicants can contribute to unnecessarily high employee turnover. Take the time to get to know your top applicants. Interview them more than once with input from different company leaders. Remember that you’re hiring for cultural fit as well as skills. 
• Not sharing your vision: As a business leader, it’s your responsibility to have a long-term vision for your company. However, sharing those goals with your team is crucial for engagement and motivation. The Blanchard team recommends that leaders offer their “leadership point of view” to their team. “It’s the leader’s way of expressing their values to their employees and their team and then using stories of how those values have shown up in your work,” Cole explained. “It’s basically, ‘This is what I expect of you. This is what you can expect of me.’ It’s your one-pager.” This strategy reinforces positive communication, outlines clear priorities and directions and invites the team to share their values.
• Burning out: If you experience workplace burnout and mental, emotional, physical or spiritual crises, your leadership skills may falter and your team can experience significant setbacks. No matter how much work piles up, take time to eat healthily, exercise and get adequate sleep. Set an example by consistently taking vacations and time off so your employees feel comfortable doing the same. “Self-care is simply nonnegotiable for leaders who prioritize self-regulation,” said Blanchard. 
• Being an absentee manager: Nobody wants a micromanager. However, a large spectrum exists between being too controlling and being nonexistent — and moving too far in the opposite direction can also be harmful. Be careful not to announce a new project, leave and assume everyone knows your expectations from point A to point B. Author, speaker and Blanchard co-founder Ken Blanchard describes this absentee practice as “seagull management,” where managers “fly by, give the task, disappear and then come back after the fact [to] make a lot of noise and [cause unnecessary stress.]” Instead, be available for questions and guidance and check in frequently so each part of the project moves forward efficiently.
• Shifting blame: When you have success, celebrate the team that got you there. You wouldn’t have crushed the goal without each team member’s unique talents. When a failure occurs, always blame yourself first. Think about how you can refine your leadership skills and brainstorm with your team on ways to improve.

Encourage others to act on your words

Every manager — new and experienced — can improve by developing the right leadership habits and following best practices. Even without a formal management training course, you can hone leadership skills with mindfulness and diligence. By doing so, you’ll elevate your position from manager to leader, gaining the influence and respect to improve your organization and team. 

Erin Donaghue contributed to this article.