15 Rules to Gain Respect and Become an Influential Leader

1. Find your style and inspire

One of the most important things you can do as a leader is cultivate self-aareness.
!noing your leadership style ill help you to "e more intentional a"out using it ell
and managing its shortcomings. #o you lead ith e$pertise% &harisma% &aring% 'rmed
ith this aareness( you can leverage your uni)ue style to "ecome more influential and
inspire others.
*. #emonstrate integrity
+othing can ruin your influence and respect faster than a lac, of integrity. Integrity(
hoever( is not -ust avoiding unethical choices and situations. Integrity is intentionally
molding a culture of values and service.
.. Finish your homeor,
's a leader( the more you ,no a"out hat you are getting into( the more prepared you
are to address /. Invest in yourself
Leaders invest in learning. Gro your e$pertise. Get certified. &ross train. 0he more you
,no( the more you can help. 0he greater your competence( the more others ill respect
you and the effort you made to learn a"out hat they do.
5. 1anage your "rand
Leaders understand the importance of perception. 2nsure that your strengths are not
"eing perceived negatively "y as,ing for feed"ac,( engaging in .34 assessments( and
communicating proactively hat you intend to accomplish ith a particular action or
)uestion.
3. &oncentrate on the future
' leader5s -o" is to interact ith the future on "ehalf of constituents. 6pend time doing
things that only you can do( delegating other important areas to competent team
mem"ers. 2sta"lish a vision( and ,eep your ga7e focused on the overall goal. Resist the
temptation to spend too much time solving day to day pro"lems if they are costing you
progress toard your vision.
8. 9nderstand people personally
Great leaders get to ,no their people. :hat are their ho""ies% :hat are their ,ids5
names% :hat are they good at% :hat motivates them% #emonstrate a genuine interest in
people. &are a"out them. &reate a culture here people feel supported personally( not
-ust professionally.
;. <osition people professionally
By understanding their people( leaders are "etter e)uipped to help them "e successful.
<ut them in places that ill foster professional groth and help them achieve their career
goals. :hen people succeed in their careers and en-oy the -o"s they are doing( the
organi7ation "enefits in turn.
=. <raise li"erally
:hen people do a good -o"( ma,e sure they ,no it. 6ome ill ant an email( others an
announcement in a meeting( still others a monetary reard. :hatever the case( if it lies
ithin your poer( grant it. 0here is no such thing as too much sincere appreciation for a
-o" ell done.
14. &oach and advocate
>elp people. Be a resource( a sounding "oard( a safe place to tal,. If you ant the people
you lead to respect you( they need to ,no you are on their side. 'dvocate for them? help
them get the promotion they5ve "een hoping for. Leverage your influence on their "ehalf.
11. Forge partnerships
6elf-aare leaders understand the folly of trying to "e all things to all people. It is
impossi"le to "e an e$pert in everything. Instead( surround yourself ith people ho
possess )ualities you lac,. If you lac, detail orientation( "ring in someone ho is
organi7ed. If you forget to as, for input at meetings( as, someone ho is more naturally
inclusive to "ring it up.
1*. 's, "efore telling
Leaders listen. #on5t assume you ,no the anser to a )uestion you haven5t as,ed.
Inform your perspective ith the input of others. Invite s,epticism. Only after this vetting
process can you "e certain you have made the right assignments or decision.
1.. 'nticipate and optimi7e
'lays thin, ahead. 's, yourself@ A:hat could go rong here%B A:hat if the mar,et
changes%B AIs there anything else e can do to ma,e success more li,ely%B 0hese
)uestions help leaders create the "est possi"le plan. Once e$ecuted( "e sure to revisit(
using the feed"ac, you gain to optimi7e and tea, here necessary.
1/. 0a,e ris,s
:ithout ris,( no reard e$ists. Leaders ta,e ris,s( "ut "efore they do( they minimi7e
them "y soliciting information and perspectives. 'fter that( they move forard
courageously( trusting themselves and their people.
15. 2$pect greatness
+ever settle. Leaders persist toard perfection. 0hey remain steadfast in the "elief that
our "est days are ahead of us( and or, toard ma,ing that true. <aint the picture of hat
it ill loo, li,e hen e get there.