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How to Excel In Impression Management

How to Excel in Impression Management

How to Excel in Impression Management

In the landscape of leadership, a unique capability delineates successful leaders - it is recognized as Impression Management. In a period where every action is examined, the flair of a leader to consistently leave a positive footprint is a commendable trait.

Impression management doesn't entail duplicity or artifice. It's all about ensuring that our deeds, utterances, and conduct uniformly bring value to our team, company, or community. It can be seen in this light: each of our actions can steer to one of three results: we either add value, fail to add value, or detract or do damage. Superior leaders aim to persistently add value.

Add Value: A Leadership Essential

When you add value, you elevate the situation, instigating a beneficial chain reaction. This could be providing autonomy to your team in decision-making, fostering a platform for everyone to express their ideas, or creating a culture of relentless innovation.

However, this isn't a simple task. To add value, leaders must thoroughly comprehend their organization, the dynamics of their team, and the broader industry in which they operate. They need to be armed with relevant knowledge, demonstrate empathy, and have the foresight to predict upcoming trends.

Fail to Add Value: A Missed Opportunity

If you fail to add value, your actions neither assist, nor harm the situation. This might occur if you're merely going with the flow, not actively engaging, or perhaps you weren't aware of the potential for improvement. Leaders' adept in impression management circumvent this and views every circumstance as a potential to augment the situation.

Detract or Do Damage: A Pitfall to Avoid

Detracting from a situation is the least desirable outcome. This transpires when your actions escalate a problem. It could occur due to miscommunication, ill-informed decisions, or behaviours that adversely affect others. The cardinal rule here is: don't amplify problems. Great leaders grasp this concept and strive to prevent such situations.

How to Excel in Impression Management

For those aiming to be a leader proficient in impression management, consider these recommendations:

1. Embrace Reflective Leadership:

Invest time in pondering over your actions and decisions. Assess their impact on your team and the larger organization. Did you add value, fail to add value, or detract or do damage? Reflection aids in better decision-making in the future.

2. Advocate Transparency:

Encourage a culture of openness and honesty. This not only boosts team morale, but it can also help identify if your actions are failing to add value or causing damage inadvertently.

3. Promote Continuous Learning:

Stay abreast of new information and skills that can contribute to your organization's success. A leader committed to lifelong learning is a leader who is ceaselessly adding value.

4. Be Emotionally Aware:

Understand the emotional undercurrents within your team. A leader tuned into emotional cues can guide discussions and situations to add value.

Why Impression management can serve as a secret weapon for a leader.

When practiced with authenticity and intention, Impression Management can revolutionize your communication style, unite your team, and guide your organization towards incredible accomplishments. As leaders, our pursuit should be to continually add value and make a meaningful difference.

About the Author: Chris Farmer


Chris Farmer is the founder of the Corporate Coach Group and has many years’ experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.

Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.

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