10 Habits To Guarantee You’re A Likeable Leader (Pt. 1)

How to raise your likeability.

10 Habits To Guarantee You’re A Likeable Leader - pt 1

Are you a likeable leader? Every leader has a desire to be liked by those around them. You might say you don’t care if people like you or not, but the reality is you still have an unconscious or unrecognized desire for people to like you, everyone does. The challenge of leading is behaving in a manner and creating the habits which cause people to like and enjoy being around you while still making the hard decisions and delivering results.

Likeability is an art every leader can master. There are tremendous benefits from being liked. The leaders who are likeable will gain the respect, influence, and a good reputation with those they lead. Here are 3 of the 10 habits to raise and maintain your likeability factor:

1. Remain present

Followers want to see and hear their leader on a regular basis. Being a leader who is present assures your team everything is ok, you are approachable, and you are willing to roll up your sleeves and assist if needed.

You can remain approachable by having an open-door policy, checking in with your followers on a regular basis, and taking time to leave your office to walk through the office area. Being present will in time cause people to like you, especially when they see you are there to support and encourage them.

2. Get to know your people

The words of Theodore Roosevelt are so true when he said, “People don’t care how much you know until they know how much you care”

One of the best ways to show people you care for and about them is to take time getting to know them. Leaders should learn about their people’s interest outside of work as well as the tasks they enjoy doing in their position. Find and have conversations about the things that pull at their heart strings and have a passion to do. Your likeability will increase as you get to know and show you are interested about your people.

3. Lift people up and avoid gossip

Your words are powerful and have the potential to really impact your people. Leaders should strive to speak kind, encouraging, and edifying words to their people. Your words and actions should cause people to feel lifted up and confident. It should show them you see and want to best for them. Remember to speak kindly and about the good qualities of the other person whenever you need to discipline.

Workplace gossip creates a toxic environment. It builds walls between people and can tear team members down. Leaders can create a safe and no-gossip work place by setting the example and not gossiping, addressing people who habitually gossip, and creating rules or policies preventing gossip at work. Likable leaders lift people up and avoid the plague of gossip.

Question: How do you increase your likeability as a leader?

Subscribe to Dan Black on Leadership to receive fresh leadership content delivered to you inbox. PLUS two free quote books. All you need to do is to enter your email in the box below then push “Subscribe”:

Please note: I reserve the right to delete comments that are offensive or off-topic.

Leave a Reply

Your email address will not be published. Required fields are marked *

3 thoughts on “10 Habits To Guarantee You’re A Likeable Leader (Pt. 1)

  1. Hi Dan,

    The habits listed in this post are spot on if one wants to become not just a likeable, but a servant leader. At face value they all seem pretty straight forward and overall easily accomplished but some situations can be tricky. For instance, I make it a point to be openly supportive of my people but I found myself in a situation that all happened so fast I didn’t realize what was happening until it was too late. We had just finished a multi-department morning meeting and as the group was breaking up an engineer asked me who our best mapper was-who would I recommend to help with a task. I didn’t answer right away, not because I had doubts about my people, but because all of our pit geologists are fairly new and I was considering if any of them really excelled at this task. A comment was then made, nice job, way to put her on the spot. At that point it was obvious to me that the perception was that I was struggling to decide who was competent enough in my group when in truth I could send any one of my people out there and they would do a fantastic job. Sometimes, it’s not what we say, but what we don’t say that can give the wrong impression. In the future I will be much more aware of both my verbal and non-verbal responses to such pointed questions. Thank you for your post!