8 Behaviors That Make You a Leader (Even If You’re Not the Boss)

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Let’s dive in.

The phone call came late on a Tuesday.

No fanfare. Just a quick message from a top company executive I’d never even met:

“We need you to lead the global post-merger integration. Starts Monday.”

I paused. I’d never done a PMI before.

Never worked in architecture.

And I was 20 years junior to most of the leaders I’d be responsible for aligning.

We’d recently acquired two world-renowned architecture firms—brilliant, brand-rich powerhouses built on decades of design excellence and cultural trust.

The mandate was urgent:

Integrate them fast. And don’t lose the people.

The value wasn’t in systems or products. It was in human talent—architects, designers, and firm leaders whose reputations were built over decades.

If we messed this up, we wouldn’t just lose the investment.

We’d lose the soul of what made it worth acquiring.

What Do You Do When You're In Charge—But Not the Expert?

I didn’t walk in with a grand plan.

I walked in with three questions:

• What should we never change?

• What must we change immediately?

• What do you need from me to succeed?
  

Then I went on a listening tour.

City to city. Continent to continent.

I sat down with firm principals in London, New York, Seattle, Los Angeles, Shanghai, Beijing, Hong Kong, Amsterdam.

Some were skeptical.
Some were exhausted.

Some—bluntly—not thrilled that a corporate guy was now “leading” them.

But I didn’t show up with slides.

I showed up with curiosity.

I learned their stories. Their wins. Their wounds.

I asked what they cared about.

I listened for what was sacred—and what was broken but never said aloud.

Influence Is Earned, One Relationship at a Time

It got messy.

Rumors flew. Resistance showed up.

One leader pulled me aside and said:

“You have no idea what you’re doing, do you?”

He was right.

But I didn’t fake it.

I didn’t hide behind a title.

I followed up.
Listened harder.
Kept showing up.

And when tough decisions came—realignments, consolidations, legacy role changes—I didn’t dictate. I facilitated.

We made decisions together.

And even when people didn’t agree, they respected how it was done.

The End (Was Just the Beginning)

The travel was relentless. So was the learning curve.

But in the end, we did it.

We kept the talent.

We built bridges between firms that once saw each other as rivals.

And those three questions became my compass—not just for strategy, but for trust.

I still have relationships with many of the leaders from that time.

Not because we worked at the same company—
But because we built something together that mattered.

Not a spreadsheet.
Not a structure.

But a shared belief that trust outperforms authority, every single time.

I shared a post on LinkedIn that sparked a lot of conversation. The idea was simple—but powerful:

Leadership isn’t a title. It’s a behavior.

Here are the 8 things that define real leadership—none of which require permission:

1. Your actions

2. Your attitude

3. Your behavior

4. Your drive

5. Your empathy

6. Your example

7. Your integrity

8. Your team’s respect

These aren’t traits reserved for managers. They’re choices available to all of us. Every day.

So let’s look at what this moment teaches us about leading without authority:

1. Leadership is a choice, not a position

Step into ownership before you're asked.

Impact starts with intention, not your place on the org chart.

2. Courage creates its own permission

When you act with clarity and boldness, you earn trust.

People follow those who lead with values, not status.

3. Authentic action builds psychological leadership

Show up consistently.

Lead with empathy and integrity.

Over time, people start turning to you—not because they have to, but because they want to.

When you’re leading across power lines or without formal authority, how you speak matters as much as what you do.

My BRAVE method helps you influence with clarity and care:

• B — Be Clear: Say what needs to be said

• R — Respect the current system: Acknowledge what’s working

• A — Articulate positive intent: Share your “why”

• V — Validate perspectives: Let people feel heard

• E — Express a specific solution: Offer a path forward, not just critique

During the PMI, I leaned on this exact approach in high-stakes conversations—especially when making changes to legacy roles or consolidating teams.

I’d lead with my intent (“I’m here to protect what matters, not dismantle what’s working.”), validate their concerns, and offer a clear, thoughtful path forward.

It didn’t erase disagreement—but it opened the door to trust.

This structure reduces defensiveness, builds credibility, and helps your ideas land in the room—even if you’re not the most senior voice in it.

You don’t have to wait to lead.

You don’t need a promotion, a direct report, or a new job description.

Whether you’re in operations, marketing, design, HR, or tech—leadership is available to you right now.

It’s not something you’re handed.
It’s something you choose.

And when you lead with:

• Your actions

• Your attitude

• Your empathy

• Your integrity

…you earn the one thing every real leader needs:

Your team’s respect.

So the next time you think,

“I’m not in charge…”

Remember this:

You don’t need the title.

Just the courage to start.

Keep leading forward,
Justin