Choosing the Leader You Need To Be

Challenge

Most managers do not consciously choose the leader they become. Under pressure, they default to what worked before.

In this organisation, managers were facing cost pressures, a leadership change, product and service expansion initiatives and market uncertainty. When asked, “What’s your work environment over the next few quarters?”, responses reflected tension and ambiguity:

“Cost is now the dominant narrative.”
“There is a new boss with different expectations.”
“Teams are capable but stretched.”
“Growth is expected without additional resources.”

The risk was not a lack of capability. It was habitual leadership. Managers were reacting instinctively rather than deliberately choosing the leadership stance best suited to the situation. They knew it, we knew it and so they asked for a “circuit-breaker”.

Solution

We introduced a simple, structured process.

First, managers completed a 45-minute rapid reflection on their environment and how they typically respond under pressure. The emphasis was on honest, front-of-mind responses.

Second, in a facilitated workshop, we developed and explored six leadership types. When I say “developed”, we shamelessly stolen and adapted from existing collateral.

The Operator, reliability and control focused.
The Optimiser, efficiency and improvement driven.
The Strategist, end-to-end thinker, design oriented.
The Integrator, cross-functional connector.
The People Builder, capability and culture focused.
The Transformer, change and modernisation champion.

For each type, we discussed the likely default responses, the value it creates and the risks if overused.

Each manager identified two leadership types to lean into in their current context, and two to consciously limit.

Over the following fortnight, they deliberately practiced leading through those chosen lenses and reconvened to share lived experiences.

Outcomes

The management team now had a common language on how they would deal with the challenges in front of them. They could reinforce the behaviours they had each determined as most appropriate.

Also, the process created three clear shifts.

Greater self-awareness.
Managers recognised their default style under pressure and the unintended consequences of overusing it.
More deliberate leadership.
Instead of reacting, managers began asking, “What does this situation require from me?”
Better alignment and engagement.
Cross-functional conversations improved and teams experienced clearer intent and direction.

A key learning emerged. To add value and enjoy work, managers must deliberately choose how they lead. Changing leadership behaviour requires focus, support and conscious effort.

Return on Investment

The investment was minimal, structured reflection and two workshops.

The returns included:

Higher quality, context-appropriate decisions
Reduced friction and rework across functions
Stronger team ownership and engagement
Greater leadership adaptability in a volatile environment

In uncertain conditions, adaptable leadership multiplies performance.

Try the process yourself:

Spend 45 minutes capturing your honest view of your environment.
Identify your default response under pressure.
Select two leadership types to lean into and two to limit.
Experiment deliberately for two weeks.

Do not let habit define your leadership. Choose deliberately and see where it leads.

Interested in doing more with this? Contact Us today.