Your Personal Leadership Brand

By Derek Ray

The Stepping Stone, July 2025

How would you define your personal leadership brand?

Each of us has distinct characteristics, behaviors and personality traits that set us apart, but have you given purposeful thought to what you “bring to the table” that nobody else can and how you can accentuate that for positive change and influence? Whether you’re a beginning analyst or a seasoned leader, it’s never too early or too late to develop and enhance your personal leadership brand. So how should you think about that and where do you begin?

Developing your personal leadership brand is a never-ending journey that can use constant refinement, so I would encourage you to split the journey into three components:

1. Learn
2. Practice
3. Lead

(Spoiler: do all three interchangeably and repeatedly!)

1. Learn

Most of us will encounter a situation where we feel in over our head. Whether it’s a new role we don’t feel adequately prepared for, or haven’t had time to get comfortable with, or for whatever other reason, we have “impostor syndrome.” Learn from other leaders who you admire. Observe how they conduct themselves, including what they say, how they say it, how they react under pressure, and their body language. Explicitly ask their advice on how they have overcome difficult situations.

Better yet, observe the unique behaviors of various leaders, specifically how they react differently to challenging situations. (e.g., watch how the chief communications officer of a large company handles a public relations issue vs. the CEO of another company dealing with a product issue). The point is to observe others and learn from them, so that you can internalize and incorporate key behaviors that will work well for you. Also, don’t limit your observations to just executive leaders; notice strong leadership behaviors of your peers and even direct reports —everyone has their strong suits!

For additional reading, I highly recommend the timeless book How to Win Friends and Influence People by Dale Carnegie, as it includes classic tips on how to best work with people under challenging circumstances.

2. Practice

Learn from others and discover what tactics work well for you specifically. To calibrate what works best for you, try various tactics, some of which might feel unnatural and don’t represent your true self. For example, if you observe and admire a leader who commands a room with stern authority, but you are more easygoing, it may not feel natural for you to suddenly change your style and perceived personality to a more authoritarian leadership style. But it might! You won’t know until you try. Even if it doesn’t feel comfortable, you can learn something about yourself and the suitability of that style just from the attempt.

Practice different styles to test what feels more natural, how others respond, and what style seems most influential. Of course, continue to treat everyone professionally and with respect, whether in individual conversations, team meetings, or cross-functional collaborations.

3. Lead

Great leaders communicate effectively, build strong relationships and inspire others. Ensure your written and verbal communication are clear and concise—ditch the lengthy emails in favor of summarized key points. If someone needs more detailed information, let them ask and provide appropriately.

Hone your verbal communication skills by practicing at a local Toastmasters club. When giving a presentation or pitching an idea:

• Clearly provide a brief background for everyone’s benefit (many leaders don’t, which can leave attendees confused on the purpose).
• Explain what the topic is alongside considerations and what decision should be made.
• Take any feedback with serious consideration and empathy, even if you don’t agree.

Pro tip: many effective leaders get a majority of stakeholder buy-in prior to key group meetings through individual conversations, which often rely on strong relationships.

Building strong relationships takes time and conscious effort. By taking a genuine interest in others and their opinions, you will build mutually beneficial relationships that will help you become (or remain) a trusted leader who understands their perspectives.

Inspiring others requires demonstrating passion, regardless of the type of professional or personal role. If you are trying to influence an outcome, you should understand what will motivate others to that outcome, which may be different for each stakeholder and circumstance. When in doubt, learn from others who inspire you, practice that, and lead with confidence.

As with many things in life, your personal leadership brand will be a journey, not a destination. You will never be “done,” and there is always more to learn. Customize your journey by doing what works best for your learning style and your constantly-improving leadership style!

Editor’s note: For help in understanding leadership styles, check out “Harnessing the Power of DISC: An Introduction” in the May issue of The Stepping Stone.

Statements of fact and opinions expressed herein are those of the individual authors and are not necessarily those of the Society of Actuaries, the editors, or the respective authors’ employers.

Derek Ray, FSA, MAAA, is VP and consulting actuary at Lockton. He can be reached at derek.ray@lockton.com or via Linkedin.