Truth 6
Soft-Spoken Leadership Requires Stamina

When we think about great leaders, we tend to think of the extroverts—those who speak engagingly and freely about their visions. Perhaps you compare yourself unfavorably to these exemplars. For example, perhaps you responded to an important question from a staff member only after a long, uncomfortable silence. Or maybe you felt uncomfortable or at a loss for words in front of a large audience. You may have worried that you weren't up to the job. Well, don't jump to conclusions!

Although extrovert leaders get publicity and are celebrated by popular leadership books, research has shown that a less conspicuous, more measured style of leadership can work equally well. Professor Jim Collins, in his 2001 book Good to Great, found that some of the most effective leaders don't have a high media profile. They show their strengths in other ways: by just getting things done, cleanly and firmly.

Successful quiet leadership means taking Teddy Roosevelt's advice to speak softly and carry a big stick. Your "big stick" is a combination of stamina and determination. You know where you're going, and you've thought carefully about what you need to do to get there; you just don't make a song and dance about it. This low profile can be far more valuable to an organization than lots of noise and enthusiasm. But you need to work extra hard to get your leadership message out there.

Collins found that even Abraham Lincoln was initially misunderstood because his peaceful demeanor hid his resolve to preserve the Union. Quiet leaders like Colman M. Mockler, CEO of Gillette, transformed their companies in the face of opposition, keeping their eyes on future greatness as opposed to present acclaim. Mockler lead Gillette from 1975 to 1991. He doggedly moved his company forward to dominate the markets until he died. His vision has lived on.

As a soft-spoken leader, what key moves help you play to your strengths?

1. Keep it personal. You are likely to work a lot better one-on-one or in small groups of people you know. This allows you to focus your energy on one person at a time. If you have to meet with a larger group, set aside time to connect with individual participants in advance. Use those conversations to lobby people and get buy-in for your ideas, rather than running a meeting "as it comes." Follow up on any decisions with people individually afterward.
2. Take your time before acting. Before launching a new initiative, successful leaders tend to carefully consider the resources needed to deliver it. They also think carefully about what challenges they might encounter on the way. Such preparation is not glamorous, but it is highly effective. It's particularly important for those of a quieter temperament, because it allows you to build a solid case for action that will stand up to the questions of more vociferous colleagues. Taking time to have internal dialogues may initially confuse or frustrate others, but they'll appreciate the results and will come to trust your approach.
   

   Taking time to have
   internal dialogues
   may initially confuse
   or frustrate others,
   but they'll appreciate
   the results and will
   come to trust your
   approach.

3. Prepare well before speaking. When it comes to key meetings and presentations, spontaneous speaking probably is not your strong suit. Again, you'll do best when you give yourself plenty of time to plan. Choose presentation formats that suit your preferences by opting for meetings with many small groups rather than a few large ones whenever possible. It's also helpful to write out your presentation in detail so that if you get stage fright you can glance at your notes to get things back on track.

With preparation, quiet leaders are steady and reliable contributors who make an impact. If you have "quiet" people working for you, don't underestimate them. And if you are a quiet leader, don't underestimate yourself!