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GREAT COMMUNICATION SECRETS OF GREAT LEADERS
periodically whether key constituents have the information they need in
order to do their jobs and have confidence in the leadership of the orga-
nization. People do not need—nor do they want—to know everything
about everything. But they do need to feel that the communications
they are receiving is accurate, honest, and truthful. If it is helping to
strengthen the bond of trust between leader and follower as well as to
drive results, then the communications is appropriate.
TIMING IS EVERYTHING
Once you have selected the right media, choose the right time to make an
announcement. The most dramatic example of timing occurred in the imme-
diate wake of September 11. Anything unrelated to the events of the day,
including meetings, conferences, and advertising, was cancelled. While an
event of this magnitude is thankfully a rarity, communicators need to be
aware of events both inside and outside the organization. You want to strive
for people’s maximum attention. This is much easier said than done. During
times of crisis, announcements of management changes or responses to the
crisis are very appropriate. But when you are announcing a new initiative,
don’t do it during the holidays, when people are thinking of family and
social obligations.

MAKING THE MESSAGE RESONATE
When it comes to ensuring that a message is seen and heard by the right peo-
ple, leaders can learn from public relations professionals. In his book Feed-
ing the Media Beast, Mark Mathis identifies a number of techniques that
individuals or organizations that are seeking publicity employ to get noticed
by the media. Three salient elements of raising awareness are relevant to lead-
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ership communications: difference, emotion, and simplicity. Let’s take them
one by one.
Difference. Leaders are about making a difference. We look to our lead-
ers to give us the guidance to take us to places where we have not yet
gone. Therefore, leaders need to link their communications to their dif-
ference. A leader’s difference is both metaphorical and literal. The
metaphorical difference relates to the difference the leader will bring to
an organization: how he or she will make changes that will make things
better for the stakeholders. Colin Powell is a master at delivering a mes-
sage that explicates a policy and demonstrates the benefits. The second
difference is literal. The leader must look to make her or his messages