We all send a message. Whether it's in the words we choose to say, the decisions we make, the risks we take, the way we choose to behave or the culture we promote in our organizations...we all send a message.
What message do you send? What would those around you say defines who you are as a leader? Those messages are real. Their impact on the team is real.
Far too often leaders believe they can say one thing and do another. That is simply untrue. Our colleagues are bright, insightful people who are crystal clear on our impact.
How is it then that leaders can convince themselves of their own reality and be so far removed from what actually is...well...real?
The saddest part is watching it all happen. So many lost opportunities to lead, when instead it's as if their internal cult of personality has to be fed.
What do you think about messaging? Is it as simple as "do the right thing" or, is there a deeper issue that needs to be explored?
I'd love to hear from you.
No Excuses.
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"One of the greatest challenges leaders face is to communicate the thought in their head without offending everyone listening to them share it."
- Jay Kuhns
More Than Perception
The phrase "improve communication" gets thrown around so frequently, I'm not sure those who complain about it even know what they're asking for. The intent is sincere, but communication is far too broad a term to actually drive change.
I'm convinced more than ever that one of the main culprits of poor organizational communication is the abysmal delivery of "the message" from some members of leadership.
Usually the intent is on point, yet their awkward delivery (often completely unaware of their impact) not only creates problems, it undermines their credibility.
Let me say that again...they undermine their own credibility...and don't even realize they are doing it.
To themselves.
You Have to Internalize Feedback
For those leaders fortunate enough to receive constructive criticism about their ineffective style they must do one very important thing...
Listen!
Feedback, particularly in these instances, truly is a gift. Do not attempt to justify "what you meant to say" or "blame the offended person by claiming they are just too sensitive."
It's not them. It's you.
How About You
We have an obligation to support these struggling junior leaders, regardless of their age or years of experience.
Junior leaders are those that have not matured in their leadership skill set yet, and need the honest feedback about the negative impact they are having on the team.
I'm all in to help. How about you?
I'd love to hear from you.
No Excuses.
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