Chapter 9

Leadership Communication
 Chapter Objectives
• Act as a communication champion rather than just as an information
processor.
• Use key elements of effective listening and understand why listening
is important to leadership communication.
• Recognize and apply the difference between dialogue and
discussion.
• Select an appropriate communication channel for your leadership
message.
• Use communication to influence and persuade others.
• Effectively communicate during times of stress or crisis.
 Communication
A process by which information
and understanding are transferred
between a sender and a receiver
 Ex. 9.1 A Basic Model of the
Communication Process

Potential noise and distortion

Leader encodes Receiver decodes
message Channel message

Return message encoded and sent

Feedback Loop
 Ex. 9.2 The Leader as Communication
Champion
Purpose Directed
Direct attention to
Strategic Leader vision/values, desired
outcomes; use
Conversation as persuasion
Internal and Open climate Communication
external Listening Champion
sources Discernment Methods
Dialogue Use rich channels
Stories and metaphors
Informal
communication

Leaders often communicate the big picture—the vision—rather than

facts and pieces of information. A leader can be seen as a
communication champion. A communication champion is
philosophically grounded in the belief that com_x0002_munication is
essential to building trust and gaining commitment to the vision.
 Creating an Open Communication Climate
Ex. 9.3 Why Open the Communication Channels?
An open climate is essential for cascading vision, and
cascading is essential because:
Natural Law 1: You Get What You talk about
– A vision must have ample ‘air time’ in an organization. A vision must be
shared and practiced by leaders at every opportunity.
Natural Law 2: The Climate of an Organization is a
Reflection of the Leader
– A leader who doesn’t embody the vision and values doesn’t have an
organization that does.
Natural Law 3: You Can’t Walk Faster Than One Step at a
Time
– A vision is neither understood nor accepted overnight. Communicating
must be built into continuous, daily interaction so that over time
followers will internalize it.
 Creating an Open Communication Climate
Ex. 9.4 Ten Keys to Effective Listening
Keys Poor Listener Good Listener
1. Listen actively Is passive, laid back Asks questions;
paraphrases what is said

2. Find areas of interest Tunes out dry subjects Looks for opportunities,
new learning

3. Resist distractions Is easily distracted Fights distractions;

tolerates bad habits;
knows how to
concentrate
4. Capitalize on the fact Tends to daydream with Challenges, anticipates,
that thought is faster slow speakers summarizes; listens
than speech between lines to tone of
voice
5. Be responsive Is minimally involved Nods; shows interest,
positive feedback
 Ex. 9.4 (contd.)
Keys Poor Listener Good Listener
6. Judge content, not Tunes out if delivery is Judges content; skips
delivery poor over delivery errors

7. Hold one’s fire Has preconceptions; Does not judge until

argues comprehension is
complete
8. Listen for ideas Listens for facts Listens to central themes

9. Work at listening No energy output; faked Works hard; exhibits

attention active body state, eye
contact
10. Exercise one’s mind Resists difficult material Uses heavier material as
in favor of light, exercise for the mind
recreational material
 Creating an Open Communication Climate
Ex. 9.5 Dialogue and Discussion: The Differences
Conversation
Lack of understanding,
disagreement, divergent points of
view, evaluate others
Dialogue Discussion

Reveal feelings
State positions
Explore assumptions
Advocate convictions
Suspend convictions
Convince others
Build common ground
Build oppositions

Result Result

Long-term, innovative Short-term resolution

solutions Agreement by logic
Unified group Opposition beaten
Shared meaning down
Transformed mind-sets Mind-sets held onto
 Selecting Rich Communication Channels
Ex. 9.6 A Continuum of Channel Richness
 Ex. 9.7 Dos and Don’ts of Electronic
Mail (abridged)
Do
– Use e-mail to set up meetings, to recap spoken conversations,
or to follow up on information already discussed face-to-face.
– Keep e-mail messages short and to-the-point. Many people
read e-mail on handheld devices, which have small screens.
– Use e-mail to prepare a group of people for a meeting. For
example, it is convenient to send the same documents to a
number of people and ask them to review the materials before
the meeting.
– Use e-mail to transmit standard reports.
– Act like a newspaper reporter. Use the subject line to quickly
grab the reader’s attention.
 Ex. 9.7 (contd.)
Don’t
– Use e-mail to discuss something with a colleague who sits
across the aisle or down the hall from you. Take the old-
fashioned approach of speaking to each other.
– Lambaste a friend or colleague via e-mail – and especially don’t
copy others on the message.
– Use e-mail to start or perpetuate a feud.
– Write anything in an e-mail you wouldn’t want published in a
newspaper. E-mail with sensitive or potentially embarrassing
information has an uncanny way of leaking out.