Quiet Leadership and the Power of Influence

Sharon Shaffer, CFA, shares her unique leadership journey in this insightful interview. From learning the power of quiet leadership during high-pressure experiences to recognizing unspoken leaders in unexpected places, Sharon offers a refreshing perspective on influence and collaboration. With decades of professional experience and a deep commitment to inclusivity, she illustrates how thoughtful processes and empathy can drive meaningful change in both personal and professional settings.

Sharon was interviewed by Drew Parker. Drew is from Toledo, Ohio. He is a recent graduate of The Ohio State University (‘24). Over the past few years, he has actively contributed to the Fisher Leadership Initiative and completed relevant internships, gaining valuable experience and insight into leadership development within the field of finance.

Tell me about a time when there was an opportunity to lead, but you felt hesitant to do so.

About a decade ago, I was fortunate enough to be selected for the Tuck Business School Executive Leadership session, which is three-weeks of intensive strategic leadership development for senior managers. I was in a room with 50 other highly qualified individuals who had demonstrated success in their careers and wanted to learn how to be even better. We were all leaders, or we wouldn’t have been invited to the class.

This is the second time I have found myself in a room full of highly qualified, highly successful individuals. The first was when I entered college as part of a four-year, full-ride scholarship program at Marshall University.  We were the first class of the Society of Yeager Scholars. Everyone was valedictorian and captain of some team.

In both situations, I was more than hesitant to lead. I was happy to follow and observe. But sometimes, in situations like these, the quiet leaders emerge. Those that want to include all the group participants. The leader who asks if you want to join in the after-dinner activities. The leader who waits until you have a chance to call your family and walks with you to the activity. The leader who cares enough to hang back and chat during the hike up the mountain.

In both situations, I found myself as a reluctant leader, but one that others looked to for guidance by the end of the short time together. I cared about including everyone, even the quiet, shy, and overlooked.

Tell me about a time when there was a group of individuals without a designated leader, but after talking to them you realize that there is an unspoken leader in the group. What characteristics make them stick out as the leader?

You can learn a lot about humans by watching a group of middle school boys interact. Before they all hit puberty, they are more interested in jokes about bathroom activities. It was a weekend tournament in Cleveland for a travel basketball tournament. One of the few times that we stayed overnight in a hotel. Watching the group of boys interact, the unspoken leader wasn’t someone who walked in the front of the group, but rather usually right smack dab in the middle. Laughing, talking, connecting. Just being himself and the other boys just wanted to be around him. Not because he was the high scorer, or best player, but the one that was fun to be around. Positive. Upbeat. Quick to smile. Made you feel lighter. Also, the one that would tell you to shake it off if you messed up a play. Encouraging. These are the characteristics of the unspoken leader.

Tell me about a time you used influence to get someone else to do something.

I currently serve as past chairman of the Marshall University Foundation, which manages the fundraising efforts for the university. In addition, we also invest the money on behalf of donors as part of a $200 million endowment. In previous years, I served on the Investment Committee and raised the question of evaluating our investment manager. While I understood that the CFO of the Foundation would be reluctant to change vendors, I suggested that we form a committee and include him as a member to evaluate the results and explore alternatives. By including him and allowing him to express his concerns, we were able to move to a formal process for review and ultimately replace the investment manager. Change is never an easy thing to embrace, but if there is a thoughtful process that feels inclusive to those impacted, it is more easily adopted.