Lake What Now? Reflection on a Renamed Lake, Power, and Leadership

By: Elissa Gurman

As we all know by now, President Trump recently signed an executive order declaring that Lake Ontario will henceforth be known as “Lake America.”

There is a lot to say about this, and most of it is being said by people far more qualified than me. But it did get me thinking about the power of words, and particularly about what happens when words are backed by power.

As leaders, we may not have the power to rename lakes, but we name things all the time.

We give people titles. We describe someone as “high potential,” “not ready,” “strategic,” “difficult,” or “a natural leader.” We evaluate performance, assign credit, and tell stories about who our strongest people are.

And when you are in a position of authority, those words carry weight. They influence how others see someone, how that person sees themselves, and ultimately the opportunities they receive.

So, how can leaders use that power more thoughtfully?

The short answer: Leaders should be intentional about the language they use, clear and specific in their feedback, consistent in the standards they apply, and careful not to reduce people to labels.

1. What are you trying to accomplish with your words?
Before giving feedback or even making an offhand comment about someone’s work, consider what you actually want your words to accomplish.

Do you want to encourage a behaviour? Correct something? Build confidence? Raise expectations?

Before an important conversation, ask yourself: What do I want this person to leave knowing, feeling, or doing differently?

That intention can change how you frame the conversation.

2. Are you being clear enough for someone to act?
Leadership language can be surprisingly vague.

Someone needs to be “more strategic.” Another person needs “more executive presence.” Someone else is simply “not ready.”

The problem is that labels like these can sound meaningful without actually telling someone very much.

Translate labels into observable behaviours. Instead of telling someone they need to be more strategic, explain what that would look like: connecting their work to broader organizational priorities, anticipating impacts, or bringing recommendations rather than simply identifying problems.

Effective feedback gives people something they can actually work with.

3. Are you being fair and unbiased?
Would you describe the same behaviour the same way if it came from someone else? Is one person “confident” while another is “aggressive”? Is one employee “independent” while another is “not a team player”?

Ask: What specifically have I observed, and am I applying the same standard I would apply to someone else?

Fairness does not mean treating everyone identically. It does mean being able to explain the standards behind the words we use.

4. Are you seeing the person, or just the label?
Once we form an impression of someone, it is remarkably easy to keep finding evidence that reinforces it.

“The quiet one.”
“The difficult one.”
“The star.”

Those shortcuts may contain some truth, but people are considerably more complicated than the shorthand we use to describe them.

Describe behaviours without turning them into identities. “You missed several important deadlines this quarter” gives someone something to address. “You’re unreliable” tells them who you think they are.

Strong leaders leave room for people to surprise them, improve and change.

Words carry more weight when you’re the one in charge

Most of us will never get to rename a lake.

But leaders name things every day. We name good performance. We name potential. We name who is ready for the next opportunity and who is not.

Those words do not automatically become reality. But when they come from someone with authority, they can help shape what happens next.

That is a form of power worth treating carefully.

At MacPhie, we work with leaders and teams to strengthen how they communicate, give feedback and create the conditions for people to perform at their best. If your leadership team could benefit from a more intentional conversation about how you lead together, don’t hesitate to reach out.