Barack Obama is engaged in “damage control” these days as he seeks to distance himself from his pastor’s incendiary remarks. While Obama’s eloquence will probably carry his campaign well past this media event, the situation provides an excellent example of a particularly difficult tightrope leaders walk. On one hand, a leader works hard to motivate those in his or her surroundings, knowing that momentum can only be built if many people contribute their energy to the cause. On the other hand, the savvy leader realizes that, while his or her words certainly communicate a message, silence communicates just as loudly. In this case, Obama says now that he disagreed with his pastor’s comments. However, because he didn’t take a stand against the inflammatory remarks the moment they happened – because he remained silent – people now assume Obama was in agreement.

While you likely escape the intense media scrutiny Obama faces, its likely that employees in your organization are watching your reactions just as closely. A nonprofit executive I consulted with several years ago was oblivious to this fact. An intense high performer, he arrived at work each morning with the weight of the world (deadlines, budgets and a long task list) on his shoulders. Because he was focused on getting the most out of his day, he barreled toward his office, waving off the greetings offered by staff members. After we surveyed the staff members, he learned that his moodiness actually affected staff productivity. They were looking for some sort of positive confirmation that they were valued members of the team. By remaining silent he demotivated his team, suggesting (to them) that they were not valued contributors. Once this executive recognized that he was “on stage” at all times, he learned the power of speaking up immediately.

Here’s what to do to ensure that you speak up when you should:

1. Understand exactly where you stand on issues of interest to your constituency. The crux of the issue with Obama’s pastor’s comments is patriotism. Voters want to know that Obama believes in America, even with its problems. If there is any question in your mind about where you stand on a particular issue, make it a priority to work out your position carefully. As a leader your belief system can influence others. Consider all sides of the issue and make your choice – then prepare to defend it when necessary.
2. Recognize that you will not please everyone in your world. Once you get comfortable with that reality, you’ll find that many of those who are displeased with your position on a particular issue will stay in your world nonetheless. Often people respect you more if you know what you believe. If you try to please everyone you will never achieve the impact you could if you take a strong stand.
3. Recognize that you will not always be right. Sometimes your position won’t win the day and you’ll have a tough choice to make. Should you stick to your position and end the relationship with those who disagree or should you move forward with the group and change your position? There’s not lots of middle ground in some cases, like Barack Obama’s.
4. Gauge the climate of the situation as you decide if you should voice the specifics of your disagreement. If it is important that the person with the opposing position saves face, you could state that you “have some points of disagreement” with what he said without being specific. Then you could state that you will discuss specific points of difference with that person privately.
5. Express your position on issues of disagreement in a separate forum. Write an employee memo stating your reasoning or pepper upcoming presentations with examples that illustrate your point. If you truly believe something that differs from something a colleague has suggested in a public forum and if it is an important issue, you must make your position known. Part of leadership is taking a stand.

The rules may not change when you accept a position of leadership, but how you are perceived definitely does. Do not underestimate the importance of timing in revealing your position on vital issues. If it’s time for you to take a stand, do it now before someone assumes your agreement.