Communication habits every leader needs (and a few to avoid)
Communicating like a leader can be one of the hardest leadership skills for new and seasoned leaders to develop.
I've even worked with several senior-level leaders on this because it's something they'd identified for themselves that holds them back or they've gotten feedback from their manager or peers about it.
What makes communication skills so difficult to learn and adjust is that a lot of our current communication skills are our personal habits that we've had most of our lives. So adjusting how you communicate with others is like asking someone to change how they walk - it may sound impossible at first, it's going to feel unnatural, but over time you (and others) will notice a difference.
Why are communication skills important?
How you communicate is usually one of your first impressions you make. And yes, this includes non-verbal communication like your posture and facial expressions.
It can make or break your career. Can you think of a famous person who has been 'canceled' for something they said? Maybe a dozen? Exactly.
Proper communication skills can help you work more efficiently with others - which is what we will focus on today.
What does it look like to communicate as a leader?
You can likely think back to leaders you've known or worked with who stand out as good communicators.
Typically what makes them stand out is their ability to:
Speak directly and succinctly - their point is clear and they don't talk in circles or too much
They appear confident - they speak up in meetings, are speaking at the appropriate volume, have good posture, and are not mumbling or trailing off
They can balance their professionalism with a human touch - they aren't a robot with no emotions, but they also don't seem too personal in an unprofessional way
They stay calm under stress - they can navigate difficult situations and conversations with (what looks like) ease
Easier said than done right? Don't worry, I've got you, keep reading...
First things first: avoid these poor communication habits.
Assumptions - when you accept something as true or as certain to happen, without proof.
Typical example: “[Person] still hasn’t finished their report, they must not care about our project.”
Instead: Ask the person directly (if you need to know), and always remember that you can’t read minds.
Excuses - when you explain something in a defensive manner.
Typical example: “Sorry I didn’t get that to you in time, I had a really busy week with x, y, z.”
Instead: Take ownership and responsibility of what happened and offer a solution to move forward (instead of defending or blaming).
Judgments & gossip - when you form and share negative opinions about other people.
Typical example: “[Person] didn’t finish their report on time, they’re so lazy.”
Instead: Do not engage in office gossip, don’t say something about someone that you wouldn’t say to them directly.
Three key communication habits for leaders
These simple habits will help you lead meetings, write impactful emails, and collaborate more effectively with others.
1.Share what context is needed for your specific audience.
Before you jump into a meeting or email with your request or an update to a situation, think about who will be on the receiving end of this. How much do they already know about this situation? Have they been involved at all? A lot of times, we look at our projects so closely that we forget other people don't have the same context or background as us. Quickly getting others up to speed can go a long way.
Typical example: "You know that shipping problem we had last week... I need two more cases of product to go out to make up for it."
Instead: "Do you remember last week how I told you about a problem with shipping our new product to Client A in Michigan? [Wait for answer - explain more depending on answer]. In order to resolve the issue, I'm recommending we send two more cases of Product X to Client A by Thursday this week. What do you think?"
2. Stick to facts and solutions as much as possible.
When someone is nervous or not confident in themselves, they often feel the need to justify themselves or over-explain in meetings. This looks like talking in circles, taking things personally, and sharing opinions, excuses, or judgments instead of helpful facts or solutions. This will confuse your audience and not move you forward to a solution. Instead, focus on facts and being solution-oriented.
Typical example: "We didn't hit our Q3 sales numbers this year. It was a shock to the whole team to be honest. I know we had some delays here and there but I'm disappointed in where we landed. There were just so many new changes this quarter to our process that I don't know where we dropped the ball. I know we can do better next quarter but we haven't quite figured out what we need to do differently yet. I don't think I like the new process and I've heard other people are struggling with it too. What do you all think?"
Instead: "After reviewing our Q3 sales report, we determined we missed our goal by $15,000. We've narrowed down the issue to Client A and B making late payments for two months in a row. In order to resolve the issue, we're going to schedule a meeting with both clients by the end of this week."
3. End emails and meetings with summary of who does what by when.
Most people make vague requests or next steps without deadlines. When you end each meeting and email with this simple framework, you'll very easily increase your own and your team's effectiveness by keeping everyone on the same page consistently.
The ‘who does what by when’ framework is really that simple: [Person] does [specific outcome] by [date and time].
Typical Example: "Can one of you get me these updates to me as soon as you can?"
Instead: "Brittany, can you send me the final version of our Q3 report by noon on Thursday?"
This is my NUMBER ONE favorite communication tip because it's so simple to remember and has a huge impact. Consider it my gift for reading this all the way to the end - kudos to you and thank you!
Communication habits are easy to overlook until they're costing you trust. Take the free Leadership Blind Spot Audit to spot how else you may be losing trust. Take the audit here.
Brittany Canaski is a highly-rated Leadership Coach, Trainer, and Founder of Hello Velocity where she builds confident leaders and high-performing teams. When she's not building her business, you can find her planning her next travel adventure with her husband, watching Formula 1 racing, or volunteering in her local community of Charlotte, NC.
