Page 92 - The Voice of Authority

about that information: their vision, goals, strategies,
and initiatives. They ask for and listen to input from
others before setting all decisions, policies, and plans
in stone. Then they keep their ears to the ground for
necessary course corrections as new information,
better ideas, and varied viewpoints surface. They
make as much effort to hear as to be heard, and they
encourage other people to talk to each other about
best practices.

Any one of the first five
styles limits a leader’s effec-
Take a culture that val- tiveness and people’s pro-
ues harmony above all ductivity. Take a culture
else, . . . stir in an ineffec- that values harmony above
tive communication style all else, . . . stir in an inef-
of leaders, . . . and you fective communication
have a recipe for dysfunc- style of leaders, . . . and you
tion, desperation, and have a recipe for dysfunc-
duplicity. tion, desperation, and du-
plicity.

Identify Mumbo-Jumbo Conversations
in a Face-Saving Fiasco

Emotionally Immature, Defensive Employees

Delayed on a recent trip and sitting in an airline club for a
few hours, I overheard this conversation between three
thirty-something travelers. Amy, Jeanne, and Bill all arrived
at the club together, piled their luggage in the chairs across
from me, and began to unpack their laptops.
Bill offers to go out to buy hamburgers for all three.
While he’s gone, Amy and Jeanne discuss a customer pres-

80 The Voice of Authority