How to Support Senior Leaders to Be More Effective Communicators
Organizational leaders’ approach to communication is as diverse as the leaders themselves. One leader I worked with was so uncomfortable with public speaking that they asked not to deliver the opening remarks during an annual leadership event. Another leader was so thrilled to be the executive sponsor of an annual charitable fundraising effort that they purchased an Elvis Presley costume to wear during all campaign-related video messages and events. Despite their differences, what both leaders—and the countless others we work with every day—benefit from is a trusted advisor who counsels them on their communication roles. Even when leaders communicate nothing, they’re still sending a message, particularly in times of change.
Why Effective Communication Matters
According to The State of Workplace Communication report from Forbes, 40% of employees lose trust in their leaders due to poor communication. More and more, employees expect open, honest communication from their leaders. As internal communication professionals, our role with leaders is two-fold:
Guiding them to be better communicators
Collaborating closely to align communication efforts with organizational objectives
In this post, we’ll focus on the first point.
Coaching Leaders: Formal and Informal Approaches
Coaching leaders on their communication roles happens both formally and informally. You can organize communication coaching workshops or weave recommendations into one-on-one conversations. Doing both is even better.
Before starting any coaching, explore your organization’s expectations for leaders’ roles in communication. Assess how well these expectations are being met. If your organization lacks documented expectations, take the opportunity to help define them. Consider proposing the following:
Proposed Expectations for Leaders’ Communication Roles
Help Employees Understand What Matters Most
Leaders should provide direction and focus. They need to be clear and transparent about organizational objectives, helping employees understand how they can contribute.Model Transparency and Authenticity
Leaders should communicate with respectful candor, sharing as much information as possible to build trust and strong relationships within their teams.Invite Two-Way Communication
Leaders must value and respect employees’ viewpoints. They should avoid top-down-only messaging and encourage two-way communication, actively listening to and acting on feedback.
Gaining Buy-In: Starting at the Top
Establishing communication expectations is just the beginning. You need buy-in from senior leaders to ensure these expectations are embraced. Proposals for new expectations should start at the top since leaders will drive these behaviors. If they’re not modeling them, why should anyone else?
Leverage Your Internal Network
This is where leveraging your internal network is crucial. Engage senior leaders, open continuous lines of communication, and walk them through a self-assessment (get my guide here) to help define or refine their approach. Stay closely aligned to ensure you understand what matters most to them, so they see you as a strategic partner.
Final Thought: Your Role is Pivotal
Remember, your role in shaping leaders into effective communicators is pivotal. By guiding them to communicate with clarity, transparency, and authenticity, you’re not just supporting them—you’re driving the success of the entire organization. Together, you can elevate communication to new heights, fostering trust, engagement, and alignment across the board.
