Most of us arrive at a leadership role without consciously seeking it, preparing for it or even expecting it. In today’s economy, where so much of the work is highly technical or scientific, entry into a leadership track may have been driven in large measure by achievement in this technical realm that is removed from organizational or social considerations. A pathway that almost certainly did not include leadership training, assessment or encouragement. But once the leader role has been thrust upon us, it is essential to broaden our idea of what leadership is, certainly more than technical skills, and to adapt our style and skills to meet this broader demand.

One dimension of this broadening is to be aware of your “personal leadership image” and to use it effectively to advance your leadership agenda. Professionals who have more technical or scientific backgrounds may find this observation to be offensive, believing that their success or failure as leaders should be determined exclusively on their technical abilities, not the soft “political” elements that could be influenced by leadership brand image or personality. But this is short sighted. Everyone knows a story where someone who had the technically correct answer failed to advance it in part because they were unable to communicate it in terms that were understood and important to others, motivate others to take action because of a common interest or value, engage individuals in a way that was psychological compelling by projecting trust and acceptance, and gain commitment to action because the next steps were clear and compelling. The right answer is not enough for the human enterprise of working with others. It must also be engaging, and a part of this engagement is determined by how you as a potential leader project yourself to others.

There are a few principles that lie behind this.

Perception is a balance of the rational and instinctive

Humans may think that they are only motivated and informed by the rational world, but we now have a deeper appreciation of how the rational and emotional world combine to shape our understanding, desire to act and comfort or discomfort in a situation. Daniel Kahneman described this phenomena as fast and slow thinking and helped explain that it is deceiving to ourselves to think that everything we value in making decisions and acting is from the reasoning parts of our brain. Both dimensions of thought are a part of our biology. We have selected for rational, cooperative and social thought and action more recently, but we also are made up of more competitive traits that respond to the challenges of nature in a more instinctive manner.

You Project an Image Regardless

Even if you are not conscious and intentional of what you are projecting, you still project an image. It is not possible to hide behind the “work” or the “analysis.” It is possible that all that is needed for a team project is just the work, but even in this limited context it will be understood and valued differently depending on how you come across.

People judge and they bring their bias

It is essentially impossible for people to remove their bias from their judgement. Even if they try to separate the message from the messenger, they will in part assess the truth or quality or importance by whether or not you projected truthfulness, quality, and seemed worthy of listening to.

The non-verbal carries at least half of the message

In part it is the words, but in many settings the more important part of the communication is the non-verbal body language that conveys, confidence, accuracy, dependability, trustworthiness, candor, acceptance, support, authority and power. All of these qualities will blend into the composite assessment of you and your message. What your brand is sending is the sum of these qualities and it is either helping make your case or detracting from it.

People like the personal

Much of brand is what messages you send out that invite connection, build relationship and convey warmth. A big part of your “leadership profile” with others is how these very human qualities come across to others. This does not mean you need to be a big personality or all about the warm and fuzzy. It does mean that you must be comfortable in yourself, open to them and genuine.

People like leaders that are able

Conveying through your brand that you are competent, able, capable of action and professional even in your own style, will lead to greater acceptance of the mark and bigger impact long run.

Much of leadership involves active engagement of others around you and the work you are attempting to advance. You lead in three directions down, out and up, and in each of these you and the identity you project is a major part of the dynamic of how the relationship is understood, seen and valued. The impression that these people have of you will drive, in large measure, how willing they are to trust you, work with you, oppose you, share resources with you, advance your agenda with others, and make sacrifices for you. You may think that they do this because they work for you or the organization, believe in the mission, or are just good people. While these factors may influence and make an impact on them, none of them are as powerful as the connection that these people have to you and their idea of you. And a great deal of this connection is determined and driven by the image you project to others and how they interpret it: your brand.