5 traits of leadership communication that a leader needs to be effective

5 traits of leadership communication that a leader needs to be effective

Brad Johnson, an author with Routledge ( Taylor & Francis /UK) publishing is currently working on an educational leadership book, “Maximizing Your Leadership”. He asked me What I would say are the top 4 or 5 traits of communication that a leader needs to be effective. Below are my answers:

Leadership Communication Requires awareness of our own reality and how that affects our expressions, perceptions, listening and speaking so we can transcend the
barriers of this subjective reality. When we do, the emotions that hinder its effective interpretation, can connect with and give meaning to others at various levels of inspiration, action, clarity and emotion.

The ability to manage personal expectations when communicating with people of who process information differently (this is in line with the Colored Brain Communication model)

Accepting that common sense is filtered through perception (and is not “common”) allows a leader to not react to misunderstanding, not understanding, or miscommunication, and helps them deal with situations intelligently so they can achieve the intended objective

2) What do you think are some of the most common issues related to miscommunication or communication breakdown?
too many leaders assume that others will obviously understand what they require when asking, and this is where much of the communication breaks down.
The essence of the Colored Brain Communication model is about how and why communication breaks down and how to solve it… read more at: www.coloredbrain.com

3) Leaders are often promoted based upon past competency rather than their leadership skills, so how does a novice leader “find their voice” in leadership? How do they share their vision and values and get buy in?

Another mistake leaders make is to state their own vision and values and then try to get buy in when they first start. it should be the opposite.
1. Find out the motivators and what is important to the people who you would lead (not relating to increases in salary or less work).
2. Look at the emotional foundations the organization requires to succeed, i.e. does the organization need conformity or innovation? One requires security focused individuals and the other requires risk takers who want to expand and learn.
3. Identify the type of culture required to achieve these emotional foundations and design values and vision to sculpt a culture that combine what is, what can be, and what it needs to become… and hire future people that already have the right cultural and motivational fit.
4. The voice should mirror the culture the new leader needs to nurture

4) If you could go back in time to a younger you and share only one piece of advice or share with a novice leader, what would it be and why? Do you have an anecdote which might illustrate the point?

I would observe and say nothing, my mistakes have shaped me and taught me lessons, some hard and painful ones. But if my path would have been easier, I would not have learned what I needed to learn or become what I needed to become.

For a novice leader, I would share “Try everything and fail, and when others in your greater future fail beneath you, remember what it was that made you great!”

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