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I don’t claim to be a leadership expert, but I do believe that, as Nitin Nohria, the Dean of HBS said, “Communication is the real work of leadership.” Or, as I like to say:
“Leadership IS communication IS leadership.”
Most of what I’ve talked about in these podcasts is about informing and influencing, but as you rise in an organization you need to add one more layer: inspiration.
Inspiration is too rich for daily consumption, but now and then we need it to remind us of timeless values, of truths and not just facts, of more than bread alone. Today I cover what you talk about, and in the next podcast I cover how you say it.
Why Do You Need Leadership Communication?
First, let’s talk about why you would even need this. After all, if you rise in the organization you will have more power over those who report to you, and you may certainly be tempted to rely just on that power to convince others to do the things you want them to do.
If so, you’re making the same mistake that Dwight Eisenhower did. After a lifetime in the military, he was used to issuing orders and being reasonably confident that they would be followed. As President, he found that the order was only the beginning, not the end. It’s the same mistake that I’ve seen in some sales organizations I work with. When I warn sales leadership that implementing a new sales methodology can be difficult, most of them confidently tell me that they will mandate its use, as if that is all that needs to be done.
The old “Because I said so” model just does not work anymore. It might have worked when managers did the thinking and employees did the manual labor (and even then it had its limitations), but today almost everyone is a knowledge worker, and often they know more than you do about their jobs. Smart bosses surround themselves with even smarter people, but smart people don’t want to be led by you or anyone else—they want you to create the conditions where they can do their thing without being bothered.[1]
Or maybe you won’t go that far, but you might think that you can still use the tools that probably helped you get to where you are now—the tools of influence and credibility and logic such as I have been discussing in all my podcasts. You certainly can and you should, but keep in mind that while that skill may have led to your title, it’s possible that your title may weaken your skill. Research shows that people in power are less likely to listen to others’ opinions, and more likely to overestimate their ability to communicate; one study showed that only 31% of employees rate their leadership communication as effective.
So you definitely want to keep your skills up, but if you stay there you may at best be a superb manager, but you need different skills to be a leader on top of that. (I think the people who say it’s better to be a leader than a manager miss the whole point: they’re different skills for different situations and you can be good at both.) So you still can and should use those tools, but you can get even more out of your people with the language of leadership.
Leadership Language Builds on Persuasive Communication
When you go from manager to leader you don’t stop doing all the things that made you a good manager, you add more skills that make you a leader on top of that.
So, the first thing I’m saying is that leadership language is less about doing different things than it is about doing additional things. The items listed on the left still apply, but now so do those on the right:
| · Transactional |
· Transformational |
| · Value |
· Values |
| · Paycheck |
· Pride and Purpose |
| · WIFM |
· WIFU |
A great example of leadership communication comes from one of history’s most astute students of leadership, William Shakespeare, in Henry V.
When Henry spoke to his assembled knights and archers before the battle of Agincourt, he did not offer information. When Westmoreland wished that they had reinforcements from England, he did not say, “Men, even though we are outnumbered by the French, the greater range of our longbows will allow us to achieve fire superiority for 2 minutes before they close with us, which will allow us to degrade their fighting efficiency by 46%…” He also didn’t exhort them to fight hard because they would be able to profit from capturing French nobles and exchanging them for ransom. Instead, he appealed to values that he held dear and more importantly knew that they shared with him: honor, courage, and glory.
Values can change over time—honor, courage and glory may not be the most important values that your subordinates crave, but the feelings that values produce are timeless, primarily self-satisfaction, full engagement, and most importantly, pride.
The difference between value and values is the difference between extrinsic and intrinsic motivation, or the difference between a transaction that improves profit and a transformation that boosts pride.
Henry disdains extrinsic motivation in his speech:
By Jove, I am not covetous for gold, Nor care I who doth feed upon my cost; It yearns me not if men my garments wear; Such outward things dwell not in my desires.
He even offers payment to those who would choose value over values:
Rather proclaim it, Westmorland, through my host, That he which hath no stomach to this fight, Let him depart; his passport shall be made, And crowns for convoy put into his purse;
He then appeals to personal pride, which he knows will resonate with his listeners:
He that outlives this day, and comes safe home, Will stand a tip-toe when this day is nam’d, And rouse him at the name of Crispian. He that shall see this day, and live old age, Will yearly on the vigil feast his neighbours, And say “To-morrow is Saint Crispian.” Then will he strip his sleeve and show his scars, And say “These wounds I had on Crispin’s day.”
Even above personal pride is communal pride. Henry knows the power of appealing to a sense of belonging to something special, larger than one’s personal selfish desires:
We few, we happy few, we band of brothers; For he to-day that sheds his blood with me Shall be my brother; be he ne’er so vile, This day shall gentle his condition;
If you want to inspire, you must appeal to higher values than personal gain. WIFM (what’s in it for me?) doesn’t work for inspirational speeches, but WIFU (What’s in it for us?) does. If Kennedy had said, “let me tell you what your country can do for you,” would anyone have remembered his inaugural address?
What Do Followers Need to Hear? What is the Stuff of Leadership Communication?
I set out to write about what leaders need to say to inspire their followers, but I quickly realized that’s the wrong question. The important question is, “What do your followers need to hear?” As a leader, you are defined by the actions of your followers, and their actions depend hugely on what they hear from you. As in all communication, you need to start from their wants and needs. Just as you can’t teach unless they want to learn, and you can’t sell unless they want to buy, you can’t lead unless they want to follow.
So, what do followers need to hear?
I profoundly believe that people—most people—want more from their work than just a paycheck. Employees will try harder, think more creatively, and pour more of themselves into their work when they have three things: direction, meaning, and confidence. A leader communicates all three and inspires their best work; a manager may hit one or two one and leave potential energy unused; a mere boss ignores them and drains the life out of the workplace.
How do you choose what to say to provide direction, meaning and confidence? To simplify, let’s borrow Rudyard Kipling’s “six honest serving-men”:
I keep six honest serving-men
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who.
Although Kipling probably did not have leadership communication in mind when he wrote those words, let me explain how answering these six questions will give you the ingredients you need for inspiring leadership communication:
WHERE are we going? The word itself, lead, implies a direction and final destination, so the first task of a leader is to offer a vision of a promised land which is much better than where they are today. Whether it is Churchill’s “broad, sunlit uplands”, or Google’s more prosaic “To organize the world’s information and make it universally accessible and useful”, a shared vision guides, unites and inspires. Of course, it has to be something you truly and deeply buy into, not some buzzword-filled, meaningless pap conceived by committee.
WHY is it important? This a company’s reason for being. Jon Katzenbach said, “An intrinsic feeling of pride based on the relentless pursuit of worthwhile endeavors is a powerful motivating force.” People are inspired by meaning and purpose, by causes that are greater than themselves. Building a cathedral is more inspiring than simply laying bricks, even if the work is exactly the same. In a business environment, the purpose is unlikely to be as exalted as saving the world for democracy, but it should contain some service or benefit for customers. Put another way, what would they lose if your company did not exist?
WHO are we? There is a reason that Maslow put self-actualization at the top of his pyramid. We all have an idealized conception of who we are, and we will direct our most fervent energies and risk even our lives to act according to it. When Shakespeare’s Henry V utters the words, “we few, we happy few, we band of brothers”, he knew that every man listening would stay and fight against overwhelming odds—because that’s who they were. Today, an excellent corporate example is Ritz-Carlton’s motto: “We are Ladies and Gentlemen serving Ladies and Gentlemen.”
HOW will we conduct ourselves? This is a statement of core values that are absolutely inviolate. The old saying, “It’s not whether you win or lose, but how you play the game that counts”, may seem quaint and outdated in today’s cutthroat business world, but at the end of the day, when your followers go home, they need to feel good about themselves and be able to look themselves in the mirror and like what they see. Besides, distinctive values can also differentiate you in the marketplace and serve as a competitive advantage that is almost impossible to copy. By the way, never forget that when it comes to values, your behavior as a leader speaks far louder than any words you can ever say.
WHAT do we have to do and WHEN? You can have the most powerful vision and compelling purpose and still fail to motivate your followers if they don’t have confidence that they can succeed. You have to show that you have confidence in them, and in your ability to win with them. At the same time, answering the what and when gives them the confidence that you are the appropriate person to lead them, because you have a realistic plan.
[1] See the excellent article, “Leading Clever People”, by Rob Goffee and Gareth Jones, Harvard Business Review, March, 2007.
