CONNECT THEN LEAD In puzzling over whether it's better to be feared or loved as a leader, Machiavelli famously said that, because it's not impossible to do both, leaders should opt for fear. Research from Harvard Business School's Amy Cuddy and consultants Matthew Kohut and John Neffinger refute that theory, arguing that leaders would do much better to begin with "love"—that is, to establish trust through warmth and understanding. Most leaders today approach their jobs by emphasizing competence, strength, and credentials. But without first building a foundation of trust, they run the risk of eliciting fear, resentment, or envy. Beginning with warmth allows trust to develop, facilitating both the exchange and the acceptance of ideas—people really hear your message and become open to it. Cultivating warmth and trust also boosts the quantity and quality of novel ideas that are produced. The best way to gain influence is to combine warmth and strength—as difficult as Machiavelli says that may be to do. In this article, the authors look at research from behavioural economics, social psychology, and other disciplines and offer practical tactics for leaders hoping to project a healthy amount of both qualities. Machiavelli says that when we judge others especially our leaders we look at two characteristics: how lovable they are? and how fearsome they are? These traits are so important because they are said to answer two critical questions “What are this person’s intentions toward me?” and “Is he or she capable of acting on those intentions?” People judged to be competent but lacking in warmth often elicit envy in others, an emotion involving both respect and resentment that cuts both ways. When we respect someone, we want to cooperate or affiliate ourselves with him or her, but resentment can make that person vulnerable to harsh reprisal. On the other hand, people judged