Welcome to 2026 – we hope that you’ve had an opportunity to recharge over the holiday season and that the year so far is bringing you all good things.

This month in our Leading Better series we explore what is means in practice to hold authority as a leader… without the armour that can unconsciously grow over time. How do we keep our humanity and at the same time, lead confidently in challenging circumstances?

We can’t wait to read your conversations on this one…Join us on socials or contact us directly.

Authority… Without The Armour

‘Influencing for change’… this phrase kept jumping out at me as I pondered our first ‘Leading Better’ series theme for 2026. How as a leader do you know when to harden and when to soften – when to command and when to influence?

I was going to write… “we can safely say that influence doesn’t come from a title”. And then I look around our world right now and I see ‘leaders’ who deem themselves as such only because of their title. We’ve all been there in our jobs – “I’m your manager so just do what I say”. Ugh.

Many of those in our HB community have told me the stories of the authoritarian leaders they have experienced in their workplaces. As a rising leader in these organisations and STEMM fields, I would completely understand if one’s own leadership style were to harden over time. This would be a really human response, especially if this is what is deemed acceptable, or at the very least, role modelled time and time again as a characteristic of a successful leader in that organisation. Becoming tough over time can also be protection – we leaders are human too and challenge after challenge can add one layer and then the next of armour. Turning into a tough leader doesn’t happen overnight – it’s a slow progression from vulnerability to authority in a sliding scale sort of way. Influence is the practice that keeps a leader agile on this sliding scale.

Most leaders don’t forget that their people are human — until pressure rises. Decisions speed up, stakes sharpen, and the inner worlds of others quietly fade from view. The humanness of those you lead is often the first thing lost when a leader is under pressure to decide.

Thoughtfully pausing, being fully present in the moment and asking yourself ‘what sort of leadership is needed from me right now” is a great place to start. Perhaps a crisis situation is in front of you and those you lead need a clear decision from you and instructions on next steps. Or perhaps a colleague has hinted they are struggling with something and you ask the uncomfortable but obvious question and hold space for them. Continually assessing where you are on the vulnerability – to- authority sliding scale is critical – picking your moments when to exercise the former or the latter will create safety amongst your team and a steady presence that they can depend on especially in uncertain times.

Leading in this way requires a service and stewardship mindset – acknowledging and accepting the power that your influence can have over others and using it responsibly and mindfully in service of those you lead.

We have all felt the cost when leaders consistently get this wrong – too afraid to share ideas or concerns, loss of agency over our work, becoming de-motivated, checking out. Hardly the conditions for a thriving team.

In your next leadership moment, remove your armour and ask… does my team seek decisiveness or space? And if you don’t get it right, there is always the next moment for a reset.