The best leaders understand that they are communicators in chief. The more unwilling or unable people in leadership positions are to communicate their organization’s vision, objectives, strategies and key developments... in respectful, timely and consistent ways, the less effective they will be as leaders. Such communications cover not only their spoken and written words, of course, but their behaviors, too. Too many leaders routinely and even wantonly corrupt their communications by saying one thing and doing the exact opposite.
I recall walking toward a senior officers’ meeting with my Fortune 200 CEO-boss many years ago. I urged him to repeat the core-strategy points he had raised with them a month earlier. His response, “Look, I said it once and I don’t want to have to say it again.” Oh, excuse me. I forgot for a moment that you are God. This gentleman typified the “world revolves around me” reluctance if not truculence some executives exhibit when it comes to exercising one of their prime leadership responsibilities.
In vivid contrast, Alan Mulally knew he had to change the rotting culture at Ford Motor Company when he assumed the helm there in 2006. He understood the essential role of communication – in word and deed – in undertaking that daunting challenge. New York Times’ columnist Joe Nocera wrote recently that among Mulally’s many gifts was accepting that he owned the responsibility to repeat the messages, no doubt using varied approaches, facts, stories, examples and media channels. “Once he had his vision for the company, he repeated it at the start of every meeting, whether the audience was Ford executives, securities analysts or journalists. Ford had been notorious for changing its business plan every six months. That stopped under Mulally,” Nocera wrote (June 28, 2014).
Wannabe leaders should take note of Mulally’s example. First, develop a clear strategic direction. Next, be unrelenting in repeating your course. After all, it takes people – especially smart people who have to hurdle their own stubborn, preconceived notions – many exposures to the same message before they actually hear it, understand it, internalize it and act on it.
I recall walking toward a senior officers’ meeting with my Fortune 200 CEO-boss many years ago. I urged him to repeat the core-strategy points he had raised with them a month earlier. His response, “Look, I said it once and I don’t want to have to say it again.” Oh, excuse me. I forgot for a moment that you are God. This gentleman typified the “world revolves around me” reluctance if not truculence some executives exhibit when it comes to exercising one of their prime leadership responsibilities.
In vivid contrast, Alan Mulally knew he had to change the rotting culture at Ford Motor Company when he assumed the helm there in 2006. He understood the essential role of communication – in word and deed – in undertaking that daunting challenge. New York Times’ columnist Joe Nocera wrote recently that among Mulally’s many gifts was accepting that he owned the responsibility to repeat the messages, no doubt using varied approaches, facts, stories, examples and media channels. “Once he had his vision for the company, he repeated it at the start of every meeting, whether the audience was Ford executives, securities analysts or journalists. Ford had been notorious for changing its business plan every six months. That stopped under Mulally,” Nocera wrote (June 28, 2014).
Wannabe leaders should take note of Mulally’s example. First, develop a clear strategic direction. Next, be unrelenting in repeating your course. After all, it takes people – especially smart people who have to hurdle their own stubborn, preconceived notions – many exposures to the same message before they actually hear it, understand it, internalize it and act on it.
Twitter @jessicamcwade