Page 57 - Great Communication Secrets of Great Leaders

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DEVELOPING THE LEADERSHIP MESSAGE
CHAPTER 3
because they are shielded from it, either by layers of bureaucracy or by
sheer negligence. The leader who keeps the boss informed is keeping
the boss in the loop.
Separate facts from passion. Facts are neutral; they tell what happened.

Opinions color. When giving information, leaders owe it to themselves
and to their listeners to keep their convictions separate from the facts. 35
Let the facts speak for themselves. Good leaders know when to express
a point of view and when to let the facts stand.
Sell when necessary. Leaders have a point of view; it is part of their
position of authority. When they believe something strongly, they will
try to persuade others. It is perfectly acceptable, on most occasions, to
share a point of view. But when expressing this point of view, frame it
as such. In this way, the boss receiving the message will know what’s
fact and what’s opinion.
Read the signs. Keep the antennae up. Listen to what senior leadership
is saying, or not saying. Often what is not said or expressed is as impor-
tant as the words. Leaders who are communicating upward need to
know how both the leader at the top and the leaders in the middle feel
about the issues. Such knowledge allows the leader who is communi-
cating upward to know how she or he must shape the message.
Upward leadership communications serve another purpose: They create a
culture of dialogue and discussion. When employees see their bosses commu-
nicating regularly with their own managers, they soon learn that communica-
tions is integral to the leadership process. And while individual requests may
not be granted or goals be met, the process of communications never ceases.

RESTORING CREDIBILITY
Credibility is the bond between leader and follower; it is almost sacred
because it forms the bedrock of why people want to do what leaders ask them
to do. Sometimes a loss of credibility occurs because the leader makes a mis-
take. Think of leaders who fail to fulfill their promises. Other times circum-
stances conspire against the leader and, through no fault of his or her own,
problems arise. Think of economic slumps. None of us is perfect, even lead-
ers. If a leader’s credibility becomes damaged, what can the leader do (see
Figure3-3)? 5

6
Acknowledge the mistakes. When decisions do not turn out the way they
were intended to, the leader owes his or her followers an explanation.