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The little things people notice about you even when you don’t say a word

Even though I haven’t had this high-quality team under my supervision for very long, there have been many moments when I realized that…

Mr. Plan ₿ in Mr. Plan ₿ Publication · 2026-06-11 16:05 · 40 claps · 1.6 min read paywalled
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The little things people notice about you even when you don’t say a word

Source photo Three men sitting on chair beside tables photo — Free Office Image on Unsplash

Source photo Three men sitting on chair beside tables photo — Free Office Image on Unsplash

Even though I haven’t had this high-quality team under my supervision for very long, there have been many moments when I realized that people are paying attention to me even when I’m not speaking. The way I respond to problems and challenges, and the way I react when they make mistakes, directly influences their behaviour on the job

In this article, I’ll tell you how I’ve observed the team members respond to problems and stressful situations. At first, they felt very anxious every time we faced challenges, and during stressful moments, they would start to get nervous. Since I took over this team, I’ve reacted with great calm to every problem, no matter how big or small. I’ve tried to discuss things in a calm tone and find the best solution to the problem.

It wasn’t easy, but gradually I saw that the anger they used to feel and their lack of confidence had disappeared. When a manager is calm, the team begins to calm down. And that’s what I tried to bring to my team: calmness.

Also, one thing that made a huge difference was that when they had problems, I was right there with them, ready to help. I didn’t leave them to fend for themselves, and that made them feel much more at ease because they know that no matter what happens, I’ll be there to find a solution if the problem is beyond their control.

Very often, things went well simply because I was there — not because I told them what to do, but because people trusted that someone was on their side if they needed it. Of course, I only got involved as much as was necessary because you have to let them develop and come up with their own ideas. I was just there in case things got out of hand.

That’s how I came to understand that most of the time, you don’t have to speak for people to understand you.

From my perspective, a good leader doesn’t have to give instructions to be noticed by those around them. What do you think?

If you enjoy articles about leadership, I invite you to read my other articles as well.


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