In Part One of this two-part series, I explored the importance of body language in a leader's communications. If you accept the premise that humans prioritize actions over words, then you understand the need for entrepreneurs to pay attention not just to what they say, but what they do.

Body language is one set of actions we read. Today's column explores another: our physical actions on a daily basis in the workplace.

As entrepreneurs, we're often so busy we don't pay much attention to where or how we spend our time. We just do what needs to be done, put out fires and try to keep things moving forward. While this may keep the lights on, it certainly wastes a leader's most precious and powerful resource: her physical presence.

A leader's presence is like a giant blinking light that screams, "This is important." If we show up at a meeting, it's suddenly more significant. If we decide to join a team at a client's site, it's a priority. And conversely, if we opt out of a sales meeting, then sales loses a bit of vitality for the time being. This phenomenon is at play in companies every day, usually below a conscious level.

Our physical presence, if harnessed strategically, can draw attention or invoke change. If used poorly, it simply muddies our message and confuses people trying to figure out what really matters.

Here's how to use this tool effectively:

Accept the importance of your actions as a leader. Many of us dreamed that one day we'd have a company where we could do things our way, work on our own terms and do what we like to do. Then we get employees and realize that it's not about us after all--it's about the team. Some leaders relish the fact that all eyes are on them, but I'd venture to say that most find it tiresome and often a burden.

An employee once told me that she could tell by the way I got my coffee in the morning what kind of mood I was in that day. People constantly watch the leader as a barometer of how the company is doing. When it gets overwhelming, leaders can decide they don't want to play that game. That's a giant mistake and a missed opportunity if you want a strong and growing company. Followers can only go where the leader takes them, and your actions point the way. Accept that it's not about you anymore, and move on.

Develop a strategy to use your time as a tool. Many things in a company are important, and you can't be everywhere. How do you decide where to go? For me, it helps to schedule a period once a week or preferably every morning to spend what I call "intentional time" on company priorities. Ask yourself, what are the priorities for the company right now and what on my schedule underscores those priorities? These are the can't-miss items. Be wary of spreading yourself thin and getting involved in too many things. It sends a "tyranny of the urgent" message: If everything is important, then nothing is.

Stay vigilant about whether your actions contradict your stated company priorities. Remember back to when you were an employee. Companies roll out a new program, and there's a collective "wait and see" to figure out how important it really is. Employees stay alert for any actions that contradict the message: e.g., when leaders are involved early on then stop attending meetings, when adequate funding doesn't materialize or if the leader fails to keep the message front and center. These contradictory actions get in the way of an agenda. Nothing creates apathy faster than leaders who don't do what they say they're going to do. People will put up with a lot if trust is there; but when it goes, it's gone. When you take that intentional time mentioned above, keep this in mind as you examine your schedule. Your actions must be aligned with your stated priorities.

Respect and embrace the power of your position. When I started my company, one mentor gave me a piece of advice I've never forgotten: A visit from the owner can solve almost any client problem. I have repeatedly found it to be true. It's the only tool that packs such a punch.

Typically, it's a simple thing for an entrepreneur: Show up personally to manage a conflict, take an employee aside for a pep talk or insert yourself into a careening company project. But your presence reverberates well beyond the action. No other leader in the company possesses the same amount of gravitas the owner does. It's not egotistical to acknowledge it, and you shouldn't shrink from it. It just is. Humans are hierarchical and look to their leaders--and in your company, that's you.

Most entrepreneurs I've met say they find it difficult to deal with the constant pressure to be "on." I believe that's why so many entrepreneurs burn out. You may not like it, but your actions are critically important. Instead of resisting that fact, embrace it and put that energy into strategically managing the power of your presence.

Use the power, use it often, and use it for good.