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ACTION STEPS
Be out front. As the project or the enterprise moves forward, or even
4.
backward, make certain that you are front and center, helping to steer.
See and be seen—as well as heard. In the wake of two aircraft cata-
strophes in New York (one on 9/11 and the other in Queens six weeks
later) Don Carty, CEO of American Airlines, made himself visible.
Even though his company was under siege, he was out front, taking
the heat and providing a strong leadership example. Eighteen months
later, Carty was forced to resign after failing to tell the unions about
the existence of an exclusive pension fund for senior managers that
would be untouched in the event the airline had to declare bankruptcy.
5. Issue calls to action. Do you need to change direction in the face of
unforeseen circumstances? Or do you need to spur the team along?
Speak up and ask for people’s support. Telling people what needs to be
done and by whom is not micromanagement; it’s leadership! Football
coaches excel at this: Let’s run our game plan, get our points, and go
home with a victory—pure and simple.
6. Emphasize that communications is for everyone. It’s not just leaders
who need to communicate. Employees need to foster communications
skills peer to peer as well as up and down the organizational ladder. If
only leaders speak, the organization as a whole is silent. Teams,
departments, and even entire organizations that emphasize communi-
cations seem to have a greater sense of purpose and unity. Why?
Because people take the time to keep one another informed and thus
know what’s going on.
7. Live the message. Communications cannot succeed on the basis of
words alone. It must be reinforced constantly with actions that, like the
words, stem from the culture and values of the organization. Leaders
who use words to support their actions and behaviors are those who
activate, energize, excite, and enthuse their followers to achieve
inspired results.