Article updated July 10, 2018
The final competency in our leadership series, communication, is a collection of skills generally defined by the medium you use to deliver your message. And while the grand eloquence of a superb leader’s speech, such as Martin Luther King’s “I Have a Dream,” is often used to define the epitome of communication competence, the actual definition of good leadership communication is much simpler.
In his classic book “Leaders: Strategies for Taking Charge,” Warren Bennis notes that in his study of 90 exceptional leaders, the true differentiator was not necessarily being good in a particular medium (i.e., public speaking, informal conversation or writing) but in how the leader is able to frame the message.
For example, Bennis notes that a less proficient leader might describe an acre of land in terms of square yards, or hectares, while a true leader would describe an acre as “about the size of a football field” (or as a “pitch” for soccer fans!).
Leaders, then, look for ways to construct their message in a much more accessible way for all potential followers. They tell compelling stories and use parables and images to convey meaning.
Of course, having all media available for communicating a compelling story can amplify your effectiveness as a leader. Our research has isolated five distinct facets to effective leadership communication:
- Active listening: Giving full, proactive attention when others speak. This includes being aware of the importance of all the non-verbal cues that are expected, plus paraphrasing, summarizing and questioning to ensure full understanding.
- Communicativeness: The frequency, volume and choice of medium that exceptional leaders choose for a message. For example, good leaders know that during times of dramatic change, it is almost impossible to over-communicate. They match the most effective medium to a message and make sure it is transmitted enough times for understanding and ownership.
- Informal communication: Clearly and articulately conveying information in informal settings. A leader’s communication reputation rests with the ability to connect with people in less formal situations. It is in these situations that messages are perfected and relationships are cemented.
- Presentation skills: Being able to deliver an engaging formal speech to a large gathering. This skill lets you get a message to a multitude quickly.
- Written communication: Writing clearly and concisely. While it is sometimes a neglected skill, good writing represents good thinking, and being able to craft a persuasive argument in written form can help frame a persuasive message delivered later in person.
Communicate well, communicate often
Communication skills do truly distinguish exceptional leadership. Just being intelligent or having a good idea does not qualify you to lead and is not the same as attracting support for your agenda through the contagious enthusiasm generated in superior communication. To lead, you must communicate.
Being a good communicator also means being keenly aware that as a leader, you are the message. What is on your calendar, how you present yourself, your attention to detail and a myriad of other verbal and non-verbal messages are constantly being transmitted whether you intend for them to or not.
It should be noted that direct followers are particularly fond of “active listening” in their leaders. An eloquent public speaker can still fall far short as a leader by being inaccessible, unapproachable or just plain disinterested in his or her direct reports. Informed decisions implemented by committed followers demands involvement, and active listening ensures that involvement.
Most people rate communication skills as only moderately difficult to acquire. Even presentation skills (which in some polls appears as the most feared item by the general population, even more than death!) can be mastered with practice.
Our experience has shown, however, that it is not poor communication skills that often derail good leaders, but rather their vanishing motivation to communicate. The hubris that comes with power will often diminish the perceived need to communicate, and the leader will become isolated and less effective.
Good leadership requires constant dialogue, and those at the top of an organization must be particularly aware of the general fear of speaking truth to power. They must work hard to stay in touch and approachable.
Hiring a good communicator
Assessing communication skills in leadership candidates is fairly simple in the screening interview. The meeting format allows for evaluation of both informal and active listening competence; it is also easy in the panel interview format to require a brief (five-minute) presentation that will allow evaluation of this critical communication skill set. Samples of written work, prepared or spontaneous, are also relatively easily obtained; even e-mail exchanges with candidates can be revealing.
Evaluating a candidate’s communicativeness competence does require asking specific behavioral episode questions about historical situations the candidate was involved in that require accelerated information sharing. For example, find out if a candidate has been in charge of a major organizational change, and examine the response in terms of how he or she maintained the dialogue needed to successfully manage the transition.
All the world is a stage for leaders. Superior communication skills is key to effective influence.
About the author
Bruce Griffiths is the president of Organization Systems International in San Diego. His company helps select and develop leaders for such clients as the U.S. Coast Guard, Nike, Disneyand Dow Corning, among many others.
