Leading Beyond a Crisis, Part III: Effectively Communicating Across Styles In Uncertain Times
We all love a good story. Or, do we?
Maybe you would trade a good story for a summarized brief. Perhaps a one-page infographic filled with charts and numbers is your preference. A rallying cry with a clear call to action may be all you need to mobilize. We need to be careful to not assume that what speaks to us resonates with others. This is particularly true for leaders who are navigating through, or emerging from, a crisis.
Recently I heard Kip Tindell, the former CEO of the Container Store and Conscious Capitalism co-founder state, “Leadership = Communication. They are the same thing.” In this time of uncertainty, fear and collective grief over a world that is no longer, there is nothing more important than communication. Don’t confuse communication with messaging. Communication connects and engages. It cultivates confidence. It builds trust.
Through the culture shaping work we did at a former organization, I was introduced to four basic communication styles and the primary filters used to process information. This model was created by Senn Delaney and has been implemented successfully across many organizations. Once I learned these styles, and became familiar with the preferences of my teammates, I began tailoring not just my content but my tone, structure, and message length to meet their needs. Five years later, I still use this model.
In this environment where speed of communication often trumps quality, being sensitive to communication styles may seem like a luxury. Trust me, it’s not. My guess is that inside your organization you have a blend of all four styles. I also suspect that you, as a leader, have a dominant style. If you only rely on your dominant style, and expect others to adapt to your preferences, you are not nearly as effective as you could be (or maybe think you are).
Under stress, my dominant style is controlling. When calm, I am more flexible. When stressed, it’s not uncommon for me to bark out orders and climb onto my high horse. When I communicate this way, I may think I’m being clear, decisive, and strong. What’s really happening? Particularly without good context setting, I’m alienating the Supporting style completely (how am I displaying compassion for the people), risk losing the trust of the Analyzing style (how am I displaying evidence for my decisions) and disengage the Promoting style (how am I inviting them to join the cause). It’s not my intention, but it is the result.
Great leaders flex their communication styles, acknowledge and adapt to meet the needs of those they serve, and ask for help when they are under stress. This is especially important during times of change and uncertainty.
How are you doing communicating across styles? If you want or need to improve, we can help.
At Collective Confidence, we play the long game. We advocate for systemic change, accounting for internal and external factors impacting the organization now and over time.
Our clients hire us because they trust us to guide them through solving challenging people problems and building a culture that drives impact and amplifies what makes them unique.
We’d welcome the opportunity to be of service to you as you lead not just through, but beyond, the crisis. We are confident we can help. Send us a LinkedIn Message or connect with us at www.collectiveconfidence.com/contact.