What is his reputation in the company?

This is a question that should be easy to answer, because it’s mostly an exercise in observation. Trust your eyes and ears to draw the insights you need about your boss’s reputation across the organization. Start with the basics—do people feel comfortable around him? Read the body language in meetings. Is there an easy dialogue, or are people afraid of him? Notice how he spends his time. Does he stay in his office, or is he out meeting with different groups? Pay attention to how he talks about other people, and how others talk about him. Is there a measure of mutual respect? Study what conversations he’s part of; is he being included in big decisions? Listen to what others are saying to you about him—do they envy or feel sorry for you?

The fact is your boss has a leadership brand, and it’s well known throughout the organization. His brand is how other people think about him or describe him; essentially, it’s his reputation in the company. So how is he perceived? Is he thought of as strategic, creative, or flexible? Is he seen as tactical, uninspiring, or stubborn? Do people trust him? Is he seen as a thought leader in the organization? Are his technical skills well respected? How about his people-management skills? What do people think of his background and qualifications for the role? What do they think of his results? Is his stock rising or falling in the organization?

When studying his leadership brand, try to construct an honest and accurate picture. From my years as an executive coach, I know that leadership brands are generally described in five or six traits; that’s all it takes for others to define a reputation. For example, Serena got the following feedback about her brand: strategic, results-oriented, fair, passionate, customer-oriented,and trustworthy. James received this feedback: tactical, cautious, unorganized, self-centered, micro-manager. Which brand would you rather have? The fact is we all have a brand or reputation inside an organization. So what’s your boss’s leadership brand? Give it some thought, and write it out in six traits or characteristics. Check your list with a trusted peer. Do they agree? Is this how your boss is perceived by others?

This is important for two reasons: First, your boss’s leadership brand impacts how people view your whole department. If he’s collaborative and easy to work with, that makes life easier for all of you. However, if he has a reputation for being hard to get along with, that can affect your whole team. I once worked for a boss who steadily lowered the influence our whole department had across the organization. When he joined the firm, we were one of the most respected groups in the company. Four years later, we were mostly ignored. The only change on our team was the leader, who, over time, had made enemies or lost support from his boss, and this trickled down to the rest of us. His reputation became the department’s reputation, and all of us had a much harder time doing business across the company as a result.

Second, when people don’t respect your boss, you suffer personally, too. For instance, if he isn’t well thought of, you may not be in the conversation for spot bonuses or rewards because no one is paying attention to your department. You may not be nominated for stretch assignments or promotions if he doesn’t have a strong voice at the table. Without support at the talent review or performance management meeting, you’re going to see fewer development opportunities, lower raises, or a smaller year-end bonus. I’ve had several clients who have experienced this; they’ve seen their peers move more quickly through theorganization, mostly because they had a better sponsor. Simply put, these other boss’s opinions and support carried more weight, and my clients suffered because they didn’t have a well-respected champion. Trust me, this is real; your boss’s reputation casts a long shadow over your department, and over you personally.

Once you have an accurate description of his leadership brand, look for ways to make adjustments. Perhaps you need to be defending him more, or maybe you should start defending him less. Start repairing relationships with other leaders and teams. Step up your own networking efforts and seek out a mentor inother areas of the company. Raise your own visibility across the organization so other leaders are familiar with your skills and expertise. The bottom line is this: his reputation can help you or hurt you. If his leadership brand isn’t what it should be, start making plans to strengthen your own.