Leadership: when appearances count

Published: 2010-10-10   There are 4 comments ... please add yours below

We’re often told: don’t judge by appearances. It’s a nice sentiment. But, in the real world, it’s bunk. Appearances count, particularly for leaders – both in terms of “being visible” and considering “how things look”. George Bush’s tardiness in visiting New Orleans post Hurricane Katrina was a double black cross on his card. He wasn’t there; and, his misjudgement of priorities looked bad. Similarly, it was a negative call for BP’s CEO, Tony Hayward, to take time for a sail with his son rather than focusing (and being seen to) 24x7 on the Gulf of Mexico oil spill. How do you stack up in this regard? What would people say?

Across history, successful monarchs have understood the importance of projecting leadership. Few better than Elizabeth I. Her management of her court, her dressing, the Virgin-Queen concept, her presence at Tilbury at the time of the Armada were all part of projecting her majesty – and that of England. Her clothing for State occasions, embroidered with pearls and precious stones, was not costly drapery but strategic investment – and was accounted part of the national wealth, quite literally.

The more senior you become, the further you need to project – to ensure you reach the outposts and junior people in your organisation. And, the bigger the organisation, the smaller the percentage of people, who will actually have personal contact with you. So, how do they get input to help them decide whether to follow you? Their only source is appearances: what they see (often from a distance) and what they hear and read. If you look unimpressive when interviewed, then the in-house stories and scuttlebutt better be good. If there’s a crisis, you’d better be there or find a convincing way to show you care. Luck plays a part; but only a part.

If you don’t manage your appearance, people still form a judgement. You can’t avoid that. And, don’t be fooled by those, who say it’s unimportant and all you need to do is a good job. Often, their dissembling is part of covering their own ambition. Few leaders get to the top without due care to their messaging and image-making. Haven’t you noticed the highly professional executive, who seems so reticent but always seems to lever him or herself into the right meetings. Or, the divisional head, who quietly develops an amazing contact base – and moves to become a CEO elsewhere. It’s not about fabrication (and performance is important) but reaching people is critical. And this includes your directors, bosses and peers as well as your direct reports and other staff. They’re all key to your career.

Day in day out, appearances slowly shape your reputation. But, in a crisis, they’re often the key to instantaneous outcomes. The opportunity for the brilliant goal or the fumbled pass. Bush’s delay and Hayward’s time-out are now indelibly on their record. As a leader, you’ll face crises from time to time and they’re often the crucible, in which your career will be lifted to greatness or dumped into mediocrity. I hope you’re lucky, but I advice you to be smart!

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®