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I’m the “sleeper build” guy at the office. On the surface I’m probably the most silly / stupid person you’d ever see, but when it hits the fan I usually get the call to fix it. I’m quite young (compared to everyone else), so I feel like being a bit silly does quite a bit of good in a high stress environment.
Early in my career was told many times that I appeared / was super professional & competent but once you got to know me I am “the biggest goofball” and fun to work with. This wasn’t intentional but think it helped me build strong relationships and networks across the business. People like working with accessible, trustworthy leaders.
You didn’t specify your industry but in general most people known as cut throat or hard a** are considered toxic and are not respected. Being trust worthy, inclusive, collaborative and able to build good relationships are key leadership skills. You can be bold, direct, and hold people to high expectations and still be kind and caring.
Chief
I have a reputation for being easy to get along with and a patient, hands-on teacher who leaves people to their own devices but will crack down if expectations aren't met. It's made me well liked and respected by both my juniors and my seniors and it's made it so that my reports go out of their way to communicate and create work product the right way (eg the way I teach them). Both they and my bosses see the difference in people who work with me in their speed of improvement and it's resulted in stellar performance reviews and several juniors using their college connections to network me in with VPs at different firms for deal flow instead of doing so for my other colleagues.
Be the leader you wish you had, not the one you think looks cool on TV.
Chief
Haha thanks. Cracking down is becoming more direct/serious/straightforward and cutting off the social discussions. Maybe tightening deadlines so I have more time to review, being more explicit with directions, and/or putting everything in writing.
Basically friendly and will give space if they know what they are doing but will slowly ramp up micro-management (if they really can't hit a deadline - otherwise this is a pain for both of us), check-ins, and being more hands on if they start slacking or look like they are struggling.
If I'm dealing with someone who really has an attitude problem I dial back all social "fluff" and just keep everything calm, direct, and in writing. Sometimes this helps them settle down since they just have written checklists to complete, other times it becomes evidence for a PIP if they still can't cut it.
I just try to fix what the boomers broke…people…systems…companies…economy
If you don’t naturally have a cut throat hard ass style and you are trying to emulate it to gain more authority you will likely just come off as an asshole. Focus on being a great leader. Easy on people tough on standards.
No, because I'm not a tool.
I’m respected but not a hard *ss. In my experience, that leadership style is not as effective as it seems. People who act like this are usually overcompensating. Just my experience so far.
1000%! In my experience the hard*ss’s are never the smartest people in the room. So I’ve automatically been conditioned now to assume that when I meet someone like that they probably don’t know what they’re doing. It’s a defense mechanism for people I think, to stop people questioning too much.
The smartest people I’ve worked with have also been the friendliest and patient people leaders.
It’s hilarious when ppl try to be something they’re not. Trying to walk in skin that doesn’t fit is uncomfortable for everyone. Have integrity, do your job, continue to do better, be kind or be quiet, and keep on keeping on.
I think I come off as a coach to people who do their job well and a hard*ss to people who don’t (though I always start with coaching and continue with coaching until I am shown it doesn’t work).
I can relate. I start off with patience and love to throw in some humor. But if I think you’re trying to take advantage or just aren’t doing your job I can show you a very different side.
I think this is the best way. The real A-players and staff will love and respect you, and the ones that aren’t can be straightened out (and hopefully wouldn’t be around long anyway).
I was a top performer early in my career and never respected those “hard**s” bosses. I would either call them out on it or just ensure I don’t work with them again. You might get some urgency and hard work from staff for awhile, but long term there is very little benefit being like this and you’ll end up just being disliked, which also will make your job harder.
I am approachable and flexible and understanding, but not someone you can walk over. The feedback I’ve gotten from corner office management and my direct reports is that I do a good job at balancing these things You have to just be a person that does the things that they say they’re going to do and then hold other people accountable for the same Give your employees when needed and be flexible with schedules and even sometimes tasks if it’s possible, and most people will just be eager to get things done for you. You need to let people know that you are respectful of their time and they need to be respectful of yours and the companies time. And then the people who want to take advantage of flexibility will show themselves and then you’ll need to correct these actions through management and coaching and if that doesn’t work, then documentation and eventual termination.
Why would you want to be a hard-ass? Threats why people QUIT
Pro
So many wonderful and well loved, well respected employees here. Good for you all. (I’m being partly facetious)
I don’t have a reputation and I’m okay with it. Lay low, earn my keep.
I’m a hammer because some projects need that. I strive for respect, not friendship.
Being a hammer is not a good motivator to people. In short term they might just listen to you to avoid conflict but in the long term you will lose all the nice people who do real work. Nobody who can find a project elsewhere will join your team . You will be left with other shit people who nobody agreed to work with
The better reputation is to be a collaborative problem solver, and someone who defends their people. These are the people who make top positions. You should only be a harda** when defending your staff, never TO your staff
Being pushy and demanding only brings short term gains, but creates permanent strife and resentment that lasts way beyond one’s retirement. Best to be human and give subordinates the rope either to climb or hang themselves. Do not do the hanging. You will have to put on your big boy pants to turf the bad apples from time to time, when it is necessary. The buck always stops withe the leader, subordinates are only a reflection of you. If you have bad staff, time to self reflect.
Most leaders in my firm - at least the ones I have personally worked with are pretty hard ass. Make their mind up quickly, don’t change their minds at all ( I think this reputation helps them as everyone simply does what they ask as everyone knows any discussion except “yes sir” is futile), and literally don’t care much about teams. Feels like this type of personality attracts clients and goes far in my firm.
I am heading a department and I am always moving around the office to chat with people and discuss problems. Just few days ago a very junior analyst said I am a very helpful and kind person and support all teams with everything.
Best reputation ever. I am happy.
Nobody really likes guys like that. Be yourself. Not an unlikable character.
It’s very important for people to respect my authority