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GREAT COMMUNICATION SECRETS OF GREAT LEADERS
audit is to evaluate how well people understood the message and what they
will do with the information they have received. For example, if you send out
a video on changes to a benefits plan and follow up with a survey, you can ask
whether people have the information they need in order to decide whether to
make changes in their plan or keep it as it is, and whether they know where to
go to seek further information.
Do you have to use all three methods of analysis? No, but the more types
of analysis you use, the greater the validity of your conclusions. Also keep in
mind that any one of these analysis methods is a form of intervention. And
when you intervene, you must provide a context for it. For example, you must
always explain why you are gathering data and what you will do with it. 2
LEADERSHIP COMMUNICATION STRATEGIES
Once you know the issues facing an organization, you can plan your commu-
nication strategies. Communication strategies should echo the vision, mission,
and business strategies of the organization. They should be telling people
where the organization is headed, how it will get there, and what people need
to do to make certain they are in alignment with the organization. The com-
munication strategies are designed to

Develop and reinforce the bond of trust that must exist between leader
and follower. Position the leader as one who can be trusted and is wor-
thy of support. Winston Churchill and Rudy Giuliani were the right
leaders at the right time when people in peril needed their guidance
and leadership.
Affirm the organizational vision, mission, and values. Reinforce what
the organization stands for and what people in it believe. Robert Red-
ford founded Sundance Institute to support independent filmmaking,
and he continues to actively support its mission through his actions
and communications.
Facilitate a two-way flow of information throughout all levels of the

organization, including manager to employee, employee to manager,
and peer to peer. Enable communications to flow upward from fol-
lower to leader. Upward communications keeps the leader in touch with
the people and enables people to have their voices heard, thereby pro-
moting a shared stake in the enterprise. Rich Teerlink at Harley-David-
son emphasized open and honest communications as the means of
effecting lasting, positive change.
Create the impetus for organizational effectiveness (e.g., making things
happen). Tell people what is happening now, what will happen next,