Authority Vs. Influence – What Sets Exceptional Leaders Apart

For the past year and a half, there’s been an unmistakable regression in the approach many leaders are employing to address the ongoing uncertainties and complexities in today’s business environment.

By regression, I’m referring not only to a more pronounced command-and-control approach to leadership, but to how many leaders are focusing on using their positional authority over building influence to push forth various initiatives.

Obviously, being a leader grants one a certain amount of authority over your employees in terms of being able to tell them what to do. But such an approach is not only damaging in the short term, but it will create unforeseen repercussions in the months and years to come.

That’s why in this latest installment of my “Leadership Espresso Shot” series, I wanted to share something from a recent keynote I delivered.

It’s a story about two professionals I worked with many years ago and how their differing approaches reflect some important neuroscience findings that can impact how well we’re able to bring out the best in those we lead.

Contrary to what many of us believe, this has little to do with “being tough” over “being nice”. Rather, it’s about understanding how our brain really operates and how easily our focus can be shifted and distorted.

It’s also why exceptional leaders don’t focus on getting employees to comply, but on creating conditions that empower employees to commit.

In many ways, this episode serves as a cautionary tale for leaders to ensure they are more mindful about how they show up, and understand the real impact they have on those under their care.