This summary provides the key points in 3 sentences or less: Leaders must realize communication is their top priority, as they are employees' most trusted source of information. Direct conversations between leaders and employees are missing, and meetings alone do not make an effective communicator. The article provides best practices for leaders to improve communication, including listening to employees, being accountable, viewing feedback as a gift, and leading by example.

1. LEADER AS KEY
COMMUNICATOR:
The Ultimate Responsibility
By: Linda Dulye
President and founder Dulye & Co., SU ’77
e past couple of years have been rough for leaders. From the take this responsibility seriously and be accountable to their teams. Sound
government to the auto industry and all points in between executives are overwhelming? It doesn’t have to be.
being scrutinized for what they say and do – and what they don’t say and
don’t do. e good news is that you can learn the basic communications principles you
need to be an e ective and, most important, trusted leader. We’ll share some of
Now more than ever, senior leaders need to realize their number-one the most essential practices you can apply starting today.
job is to be the key communicator with their organization. And for
good reason: e velocity, frequency and intensity of changes in the
global business arena have elevated dramatically the level of uncertainty, LISTEN UP
confusion and concern in the workplace – a condition that looks like
business as usual from now on. One of the most common misconceptions leaders have about communicating
with employees, customers or other key stakeholders is they think
My experience and my rm’s research in the area being a better communicator means talking more. Quite the
of leadership dynamics uncovers a serious void opposite, in fact. As a leader, the essential skill you need in
in today’s workplace. at void is the absence your communications toolkit is the ability to listen.
of genuine, direct conversations between
senior leaders and their associates about Our research indicates there’s too little listening
their organizations’ performance. going on. What’s getting in the way? Not
surprisingly, time. Schedules are on overload
and most organizations are running lean.
CONVERSATIONS—NOT Nevertheless, the cost of not listening to your
team can be drastic. So, how can you make
PRESENTATIONS. THAT’S time for listening? By doing exactly that: build
WHAT’S MISSING. in listening time to sta meetings, workplace
walk-arounds or other regularly scheduled
PowerPoint charts delivered through big sessions. Make “listening time” a speci c item that
road show productions can’t cultivate the participants can see on the agenda.
rapport and relationships that bridge people
from di erent levels, work groups, cultures Here are some ways to make
and locations.
listening time valuable:
However, clearly de ned roles and responsibilities of
leaders as key communicators are Missing in Action. Somehow, the act such as “What
of holding a meeting with a PowerPoint deck has been equated with do you think we can do better to serve our customers?” or, “What’s the latest
communications excellence. rumor people are talking about on the plant oor?” Avoid questions that will
produce one-word answers and sti e discussion.
Sure, meetings are important. When done right, they are a tremendous
forum for information exchanges on all kinds of topics and for As tempting as it might be to jump right in and comment
teambuilding and camaraderie to grow. But far too few meetings earn on what you’re hearing, listen to everything a person has to say before you
four-star ratings. And meetings don’t transform managers into e ective respond. For some, speaking up is a frightening thing. If you interrupt or
communicators. e experience of wasting 60 minutes trapped in a challenge them before they nish, you’ll discourage them from o ering
meandering monologue guised as a “team meeting” validates that point. feedback in the future.
Dulye & Co. research shows time and again that direct managers are – for a while anyway. If you ask for feedback
employees’ most-trusted information source. As a result, managers must and then glance at your phone or start typing an email, you’ve shown that you
{8} WISE MAGAZINE - SPRING 2010

2. don’t really value the team’s do without? What can I do most of every minute and then
input. Turn o the BlackBerry without? As a leader, all eyes share that experience Not everyone feels comfortable
and give the meeting your are on you, so make sure that with others. sharing feedback. So while
complete attention. you let people know what it’s important to say thanks to
you’re doing to comply with When you do those tough everyone that weighs in on a
your own directives. things that you’ve asked others topic, it’s especially important
signals. Convey in your in your organization to do, it to thank employees who step
body language that you’re lets people know that you’re out of their comfort zone and
listening. Folding your arms something to talk serious. It gives them the speak up.
across the chest indicates that about. People are going proper incentive to follow your
you’re defensive and not ready to talk anyway, so why not lead. And it goes a long way to e bottom line: Change how
for open, honest feedback. give the water-cooler crowd creating the environment of you view feedback and you’ll
Instead, nod as you’re listening; something that will make trust and teamwork that is so transform the value you get
inject brief comments such as a positive impact on the important in lean times, when from it.
“I hear what you’re saying”; business? When you get your “do more with less” is more
take notes. leadership team together, than a cliché – it’s reality.
TAKE CONTROL
A former communications
put an item on the agenda to leader for GE and Allied
Perhaps most important is to discuss the team’s compliance
remember that not only do you to directives. Perhaps someone VIEW FEEDBACK Today, more is expected of
Signal,
founded Dulye & Co. –
need to make time to listen,
but you need to understand
held a video conference or a
web meeting rather than ying
AS A GIFT leaders than perhaps ever
before – and certainly more
formerly L.M. Dulye & Co.
– in 1998 with a business
that it will take time for you to Cleveland and staying in Even though you’re working than in recent memory. And process approach for
to build these skills. Take this a hotel. Talk about it – and on your listening skills it’s in this constantly shi ing improving communications
responsibility seriously, but cut have team members share natural to wince at the terms environment there are many effectiveness. She is
yourself some slack, too. You’ll that information with direct “employee feedback.” Still, for factors that are out of our internationally recognized
get good at it sooner than reports. Passing along real every complaint about the hands. at’s why it’s critical for using 2-way
you think. examples provides guides that break room temperature, there that leaders take hold of communications, employee
your organization will emulate. could be two or three gems the things they can control, engagement and disciplined
starting with how they
WALK THE TALK that can help you improve the
organization’s performance. communicate with employees,
measurement to create the
Spectator-Free Workplace©
individuals’ e orts. Here are some ways that you customers, the public and even that delivers increased
Chances are, you’re asking Want to make a big impact? a board of directors.
people to tighten their belts can look at feedback through a business performance at
Get out of your o ce, walk di erent lens: some of the world’s most
and take every opportunity through the corridors and By listening to what your admired companies.
they can to reduce costs at nd the person who attended stakeholders have to say,
your business. Over the past At some
the web meeting instead of point, we’ve all unwrapped a aligning your words and
18 months we’ve heard from going to Cleveland. Shake actions, and using feedback
clients about travel restrictions, gi only to discover something
that individual’s hand and say, we wouldn’t use, wear or as secret weapon, you can
limitations on attendance at “ anks. I appreciate your reshape communication from
industry and professional buy for ourselves, right? You
support.” Five words go a long wouldn’t say, “Wow, I don’t like a mere skill to a powerful
conferences, deferring events way towards motivating that competitive edge for you and
and hiring, canceling summer this” to the person who gave
individual as well as others. you the gi , so you shouldn’t your organization.
college internships, and the list
goes on. shoot down ideas and other
feedback from employees,
‘Fess up. ings come either. Accept the feedback as
As a leader, are you holding up and, sometimes, you need
yourself to the same you would a gi ; even if that
to not do what you asked means setting it aside for a
requirements? What you say others to do. Well, you’re the
and what you do – walking the while before realizing its value.
boss so that’s okay…right?
talk – says a lot about you as Wrong. Remember, your
a leader and has an enormous credibility is at stake. When
impact on your credibility. An Just because a friend or relative
you have to do something has a track record of quirky
attitude of “do as I say, not as di erent, let people know why.
I do,” sends a signal to your gi giving doesn’t mean you
At the weekly sta meeting, suddenly stop accepting gi s.
team that the rules everyone let everyone know what you
else abides by somehow don’t Same goes for feedback from a
need to do and why you’re regular provider of comments.
apply to you. And that’s a going to do it. en have your
bad message. When an employee approaches
sta share the information with an idea, don’t pre-judge
with their people so that you it. Listen carefully and respond
So what’s a maintain your credibility. appropriately. As tempting
well-intentioned as it may be to shut down an
outspoken person, always take
leader to do? If you need to deviate, see if the high road.
you can consolidate several
tasks and accomplish several
If you’ve asked everyone else things at once. Maximizing
to buckle down, you do the your investment is another
same. Get cost-saving ideas good example to set for the
from your leadership team folks back in the trenches. Plan
and employees. What can we your time so that you make the
WISE MAGAZINE - SPRING 2010 {9}