Welcome back to Relationships At Work – A leadership podcast helping you build workplace connection, improve culture, and avoid blind spots. I’m your host Russel Lolacher

I’m a communications and leadership nerd with a couple of decades of experience and a heap of curiosity on how we can make the workplace better.

This mini-episode is a quick and valuable bit of information to help your mindset for the week ahead.

Inspired by our R@W Note Newsletter, I’m passing on to you…

Understanding Our Leadership Power

“With great power comes great responsibility.”
I know, I know. You’ve probably heard that before—especially if you’re a comic book nerd like me. It’s Spider-Man’s mantra, a reminder that embracing the role of a hero comes with consequences.

Here’s the thing—every single person in a leadership role, anyone responsible for the employee experience of those around them, needs to understand this also applies to them.

I don’t think we, as leaders, always realize the weight of our impact. From our very first leadership role to our most recent, those we interact with—those we influence, support, guide—are all looking to us for modeled behavior. And we have to take that responsibility seriously.

Every offhanded comment or dismissive remark.
Every action and inaction.
Every canceled meeting—or memorable one.
Every explanation—or lack thereof.

Our team members and colleagues interpret these moments. They remember them. And each one shapes the relationship moving forward.

We have to understand—everything has impact.

• I remember, at the nudging of my boss, speaking at an executive panel for the first time on a topic I wasn’t experienced in. When I was challenged by the panel, my boss was suddenly nowhere to be found.
  ​Takeaway:I wasn’t worth supporting.
• I remember a boss telling me, when dealing with staff frustrations, that “all staff are replaceable.”
  ​Takeaway:Staff didn’t matter as people.
• I remember a leader expressing surprise at the progress my team and I had made over the course of a year.
  ​Takeaway:There was no confidence in my ability as a leader—regardless of my track record.

And I’m sure, to those bosses in those moments, their words felt like nothing. Just off-the-cuff remarks they moved on from.
Meanwhile, I carried those takeaways—and the feelings attached—for years. Sometimes decades.

I’m far from alone. I regularly ask guests on the Relationships at Work podcast, “What’s your best or worst employee experience?” When it’s a negative one, it’s often a trauma that’s been carried for years.

But the flip side is true too.
Positive experiences—when a leader chooses to support, trust, or recognize—can shape a person’s entire career. It can build confidence. It can change lives.

The Question: How can leaders better understand our impact on our teams and colleagues?

The Action(s):

• Ask for Reflective Feedback, Not Just Performance Feedback – Curiosity is so important and this is a great opportunity to lead into it. Instead of asking “How am I doing as your leader?”, try “What’s one moment in the past month where you felt most supported—or least supported—by me?” These reflective questions reveal the emotional imprint you’re leaving behind.
• Keep a Leadership Impact Journal – I do love an opportunity to reflect. At the end of each week, jot down key interactions you had with team members—what you said, what you observed, what the outcome was. Over time, you’ll start to see patterns in how your actions are received and how they ripple out. And you can act accordingly.
• Invite a Trust Audit – Encourage your team to anonymously share their perception of how trust, support, and communication are experienced. Ask questions like “What do I do that builds trust?” and “What do I do that erodes it?” Then, act on what you learn—publicly and humbly.

We have to ask ourselves: Are we leading with awareness? Are we choosing our words and actions intentionally? How can we understand the ripples we leave behind us?

Leadership isn’t neutral. You’re either building trust, or breaking it. You’re either inspiring confidence, or diminishing it. You’re either showing up with care, or showing your team they’re on their own.

This role we choose comes with power—and the greatest thing we can do with it is own our impact.