This document examines how executives are perceived versus how they see themselves, focusing on the gap between identity and reputation. It introduces three dimensions of leadership and discusses the risks of a reputation gap.
This document is a leadership guide for executives, exploring how leaders are perceived by others versus how they see themselves. It poses the core question of who people say you are, moving beyond personal identity to public reputation.
The text introduces three dimensions of leadership: identity, reputation, and character. It explains that character is revealed under pressure, uncertainty, and personal risk, and that employees observe behavior closely to judge consistency.
It discusses the leadership reputation gap, where a leader's self-belief may conflict with how others experience them. Examples include believing you are approachable while your team finds you intimidating, or believing you are decisive while others see dismissiveness.
The document emphasizes that leadership is defined not by intention but by what people consistently experience. It argues that reputation is built through everyday actions, especially when stakes are high, and that accountability must apply equally to everyone, including the leader.