Leadership Communication Techniques

One skill separates great communicators from average ones: Perspective-taking. The ability to see things from someone else’s point of view. But most people do it wrong. Here’s how to do it right, especially when you’re leading or being led: When you’re the boss, persuading down: You’re trying to convince Maria on your team to do something different. She’s pushing back. Your instinct might be to assert your authority. But that’s a mistake. Here’s why… Research shows: The more powerful you feel, the worse your perspective-taking becomes. More power = less understanding. So if you want to persuade Maria, don’t lean into your title. Do the opposite: dial your power down, just briefly. Try this: Before the next conversation, remind yourself: Maria has power too. I need her buy-in. Maybe she sees something I don’t. Lower your feelings of power to raise your perspective. From that place, ask: → What does she see that I’m missing? → What might be in her way? → What’s a win-win outcome? That shift changes the entire dynamic. Instead of steamrolling, you’re collaborating. And that’s how you earn trust and results. Now flip it. You’re the employee persuading your boss. It’s a high-stakes moment. You’re nervous. So do you appeal to emotion? No. Drop the feelings. Focus on interests. Here’s the key question: “What’s in it for them?” Not how you feel. Not your big dream. → Will it save time? → Improve performance? → Help them hit their goals? Make it about their world, not yours. Why? Because every boss has a mental shortcut: → Does this employee make my life easier or harder? Be the person who brings clarity, ideas, and upside. Not complaints, drama, or friction. In summary: → Persuading down? Dial down your power to see clearer. → Persuading up? Focus on their interests, not your emotions. Perspective-taking is a superpower, if you learn how to use it. Now practice, practice, practice.

When we talk about data strategy, we obsess over systems, governance, and business value. What we forget to obsess about is incentives. Here's a hard truth from many years spent in data-driven transformation: Data strategies don't fail because of technology. They fail because John in Sales cares about deals and not data quality, because Sarah in Operations has 20 more urgent tasks than data documentation, and because no one in the C-Suite is glancing at that fancy new dashboard for any of their decision making. Lasting change only happens when good data practices and data-driven thinking become personally valuable: When documenting data increases the annual bonus. When cleaning data fast-tracks a promotion. When data-driven decision making influences performance reviews. When managers earn respect for changing their mind based on data. We must therefore rethink how we approach the human side of data strategy. When it comes to people, it's not enough to talk about Data Literacy and Data Culture. We need a candid conversation about incentives. Often when I raise this point, the initial reaction is a little dismissive ("if it's good for the company, it will turn out to be good for the individual"), sometimes even slightly hostile ("if employees don't understand the importance of data, they're at the wrong place"). This is naive and lazy thinking. Understanding and communicating the value of data at a company level is a solvable challenge. If, however, data-driven behaviors aren't appreciated or rewarded in day-to-day work, who can fault employees and management for prioritizing urgent short-term tasks over long-term investments in data? There’s a difference between saying "this will save the company millions" and "this will save you hours every week and advance your career." Organizational researchers have long understood that organizations work at three levels: Company, team, and individual. True transformation happens at the intersection of these levels, when organizational needs and personal growth align. Miss the personal level, however, and you're building a digital castle in the air. So ask yourself this crucial question: "How do we align data culture with daily work experience?" If you can't answer that question with specific examples and convincing incentives, your data strategy needs to get personal. When good data practices become a path to personal success, cultural change will follow naturally.

In my early career, I thought networking was all about building as many connections as possible. But I quickly learned that effective networking isn't about the quantity of your connections—it's about the quality. Throughout my career, the connections that have truly made a difference weren’t the ones where I just asked for help—they were the ones where I made it easy for others to want to help me. If you want to make others genuinely want to help you, it’s crucial to move beyond simply asking for favors. Instead, focus on creating value and building relationships where both parties benefit. So, how can you do the same? Here are four tactical tips to help you network effectively: ✅ Do Your Homework Before reaching out, research the person or company you’re interested in. Understand their work, challenges, and how you can add value. For instance, instead of asking a connection for job leads, do your own research first. Identify specific roles and companies you’re targeting, and then ask if they can help with an introduction. This approach shows initiative and respect for their time. ✅ Be Specific in Your Ask Whether you’re asking for an introduction, advice, or a referral, be clear and concise about what you need. For example, instead of asking, “Do you know anyone hiring?” say, “I noticed [Company Name] is looking for a [Role]. Would you be open to introducing me to [Person]? I’m happy to send you my resume and a brief write-up you can pass along, too.” This shows that you’ve taken the initiative and makes it easier for your contact to say yes. ✅ Offer Mutual Value When requesting a meeting or advice, frame it as a two-way conversation. Instead of saying, “Can I pick your brain?” try something like, “I’d love to exchange ideas on [specific topic] and share some strategies that have worked for me.” This not only makes your request more compelling but also positions you as someone who brings value to the table. ✅ Follow Up with Gratitude After someone has helped you, don’t just say thank you and disappear. Keep them in the loop on how their help made an impact. Whether you got the job, secured the meeting, or just had a great conversation, let them know. This closes the loop and makes them more inclined to help you in the future. Your network is one of your greatest assets—nurture it well, and it will be there for you when you need it most. What’s one networking tip that’s helped you build stronger connections? *** 📧 Want more tips like these? Join Career Bites - free weekly bite-sized tips to supercharge your career in 3 minutes or less: lorraineklee.com/subscribe 📖 You can also get behind-the-scenes stories, updates, and special gifts for my upcoming book Unforgettable Presence: lorraineklee.com/book

When you slow down on important points, you create focus. You signal to your audience: "This matters. Pay attention here." Clarity isn't just about what you say. It's about how you deliver it. When you control your pace, you control what your audience remembers. The message you intend to send must match the message they receive. And that happens through intentional delivery. Try this: In your next presentation or conversation, identify your ONE most important point. When you reach it, cut your speed in half. Watch how people lean in.

After decades of working with leaders at companies like Apple, Salesforce, and Cisco, we've identified 4 storytelling techniques that consistently work to deliver important messages in high-stakes settings: 1. Start with the unexpected Don’t begin your presentation with context. Instead, begin with the moment that makes people think, “Wait…what?” Instead of something like: “Here’s an update on our September campaign…” Try starting with the most interesting detail: “I broke our biggest marketing rule last month, and it worked.” Lead with the surprise. You can add context later. 2. Let people feel the tension After the surprise, don’t rewind to the beginning. Take your audience to the moment where things weren’t working. Flat numbers. Missed goals. Stalled progress. Instead of: “The campaign was underperforming, and our team went back to the drawing board.” Try:  "We were two weeks out from the end of the quarter. The campaign wasn’t producing results, and the team was out of ideas. That’s when I decided to take a risk...” You don’t need to explain the problem. You need to make people feel it. 3. Use real dialogue When your audience hears what was actually said, they stop listening to you and start visualizing the moment. This helps them connect emotionally with what you’re saying. Instead of: “The campaign manager said team morale was low and they were struggling to find a solution.” Try: “My campaign manager pulled me aside in the hallway and said, ‘We’ve tried everything. The team has been working overtime, and we don’t know what else to do.’” Dialogue brings listeners into the moment with you. It makes the story real. 4. Share the lesson Never assume people will infer the meaning you intended. End your story by answering: - What does this mean? - How should someone act differently now? Example: “Breaking our biggest marketing rule helped us turn this campaign around and hit our numbers. I strongly suggest we revisit our marketing guidelines. We could be leaving a ton of revenue on the table.” Without the lesson being clear, even a good story feels unfinished. These are the same techniques we teach to our clients at Duarte. Try them out during your next presentation and watch how people lean forward and tune in to your message. #ExecutivePresence #BusinessStorytelling #PresentationSkills

When execs hear “governance,” they think bureaucracy. Here’s how to change that. I once worked at a company where we spent months trying to get executives to assign data owners. We failed. Why? Because we talked about process, not outcomes. The moment we showed how much money we were losing because of bad data was the moment it clicked. If you want leaders to care about governance, talk about what they care about: growth, protection, and performance. Here’s how good data governance pays off: ✅ Better decisions – reliable data builds confidence. ✅ Risk control – fewer fines, breaches, and crises. ✅ Efficiency – no more wasted hours fixing bad inputs. ✅ Value creation – unlock returns from AI investments. Governance is a leadership responsibility. The role is simple: → Set the tone → Back teams with resources → Drive accountability Start by asking: → Where do we rely on data most? → Where do we trust it least? → Which outcomes matter most? Bottom line: Data governance is about enabling better strategy and scalable growth. How do you frame the value of governance in your organisation? ♻️ Repost to help someone build their data governance story. 🔔 Follow Clare Kitching for insights on unlocking value with data & AI. 👉 Want more from me? Sign up for my newsletter here: https://lnkd.in/giQ3b6Fi

Each post we share is a conversation inviting others to speak. Much like real-life conversations, if we want to be understood - we need to follow certain principles. Have you ever wondered why some conversations (posts) leave you feeling understood while others simply don't? The answer lies in how we communicate. The Cooperative Principle, developed by British philosopher Paul Grice, provides a framework for effective communication: 𝙏𝙝𝙚 𝘾𝙤𝙤𝙥𝙚𝙧𝙖𝙩𝙞𝙫𝙚 𝙋𝙧𝙞𝙣𝙘𝙞𝙥𝙡𝙚 → Goal: To communicate effectively so that the speaker is understood and the listener understands. → Basic Rule: Make your contributions appropriate to the context of the conversation. 𝙂𝙧𝙞𝙘𝙚 𝙥𝙧𝙤𝙥𝙤𝙨𝙚𝙙 𝙛𝙤𝙪𝙧 𝙢𝙖𝙭𝙞𝙢𝙨 𝙩𝙤 𝙜𝙪𝙞𝙙𝙚 𝙪𝙨: 1. Maxim of Quantity: Provide enough information for others to understand, but not too much to cause confusion. 2. Maxim of Quality: Speak truthfully. Avoid misleading information. 3. Maxim of Relevance: Keep your content relevant to the topic. 4. Maxim of Manner: Be clear. Avoid unnecessary complexity and be logical. If each post is a conversation, it must embody these maxims. 𝙇𝙞𝙨𝙩𝙚𝙣𝙞𝙣𝙜 𝙩𝙤 𝙮𝙤𝙪𝙧 𝙍𝙚𝙖𝙙𝙚𝙧 Much like in a real-life conversation, we need to provide space for others to "speak." This means making it easy and inviting for people to share their thoughts: → Ask Questions: End your posts with questions that encourage responses. → Invite Feedback: Encourage others to share their opinions and experiences. → Engage: Respond to comments and create a dialogue. Show that you value others' input. By treating each post as a meaningful exchange, we not only communicate more effectively but also build stronger connections with our audience. To be understood, speak truthfully and relevantly, be clear and concise and be open for an exchange. Which of these maxims do you find most challenging to apply in your content or real life conversations?

Bad bosses don’t always scream. Sometimes they smile while tearing you down. “You’re lucky you still have a job.” “Good job, but it wasn’t that hard.” “Why can’t you be more like…” These aren’t just bad phrases. They’re leadership killers. I’ve coached CEOs who couldn’t figure out why their best people quit. The truth? It wasn’t pay. It wasn’t workload. It was feedback that crushed motivation. The way you give feedback determines whether people: • Hide their mistakes or learn from them • Fear you or trust you • Quit or stay Here are 8 common feedback mistakes bad bosses make… And what great CEOs say instead: ❌ “You’re lucky you still have a job.” ✅ “This didn’t meet the standard. Let’s reset expectations and get you there.” ❌ “Why can’t you be more like [coworker]?” ✅ “Here’s what you bring uniquely to the team. Let’s sharpen that strength.” ❌ “Good job, but it wasn’t that hard.” ✅ “You made that look easy. Great work using your expertise.” ❌ “Nice save — though I would’ve done it better.” ✅ “You handled that under pressure really well. Impressive work.” ❌ “That win happened because of me.” ✅ “That win happened because of the effort you put in.” ❌ “You should already know this.” ✅ “Let’s go over it now so you’re set up to run with it next time.” ❌ “That’s just common sense.” ✅ “Here’s the principle I want you to apply in situations like this.” ❌ “Figure it out on your own.” ✅ “Take a first pass, then let’s review it together and refine.” Notice the difference? Bad bosses shut people down. Great leaders build people up. Bad bosses make feedback a threat. Great leaders make feedback a growth tool. Save this. Share it with your team. Use it in your next 1-on-1. Because feedback isn’t just commentary. It’s culture. And culture is what makes or breaks your company. P.S. Want a PDF of my 14 Feedback Phrases cheat sheet? Get it free: https://lnkd.in/dC4U7c6f ♻️ Repost to help a leader in your network. Follow Eric Partaker for more leadership insights. — 📢 Want to think & operate like the world's best CEOs? Then join my free training: How to Work with Your Board to Accelerate Your Company’s Growth Thur, Aug 28 @ 12 noon Eastern / 5pm UK time: https://lnkd.in/d9uxhrNA --- 📌 Join The Founder & CEO Accelerator Earlybird enrollment ends soon. Apply now: https://lnkd.in/dgvYveZ8

You're not bad at communication. You just don't know when to stop. We’re trained early in our careers to show our thinking. Be thorough. Answer questions before they’re asked. So we over-explain. We add context no one needed. We repeat the same point in three different ways. We soften decisions we already made. We keep talking after the message already landed. It feels like being thorough. But it kills impact. The people who command attention in a room do one thing differently: They say less than you expect. And it lands harder because of it. Here’s what that looks like: 𝟭/ 𝗦𝘁𝗮𝘁𝗲 𝘆𝗼𝘂𝗿 𝗽𝗼𝗶𝗻𝘁. 𝗧𝗵𝗲𝗻 𝘀𝘁𝗼𝗽. Say what you mean. Give the essential context. Then let it sit. Resist the urge to soften, extend, or repackage it. The urge to keep going serves you, not the listener. 𝟮/ 𝗖𝘂𝘁 𝘁𝗵𝗲 𝗾𝘂𝗮𝗹𝗶𝗳𝗶𝗲𝗿𝘀 "I might be wrong, but..." "This is just my view..." "Take this with a grain of salt..." Every qualifier reduces the weight of what follows. If you believe it, say it. If you're genuinely uncertain, name the specific uncertainty — don't pad everything. 𝟯/ 𝗟𝗲𝘁 𝘀𝗶𝗹𝗲𝗻𝗰𝗲 𝗱𝗼 𝘄𝗼𝗿𝗸 Silence after a strong point gives the room time to absorb it. Filling that silence immediately breaks the effect. The people who are comfortable in the pause are rarely the ones who get forgotten. 𝟰/ 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗰𝗼𝗻𝗰𝗹𝘂𝘀𝗶𝗼𝗻, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝗷𝗼𝘂𝗿𝗻𝗲𝘆 People don't need to follow your thinking step by step to trust your answer. Give the recommendation first. Reversing this one habit changes how you're perceived in every room. 𝟱/ 𝗠𝗮𝘁𝗰𝗵 𝘆𝗼𝘂𝗿 𝗱𝗲𝗽𝘁𝗵 𝘁𝗼 𝘁𝗵𝗲 𝗿𝗼𝗼𝗺 What a frontline manager needs to hear is different from what a senior executive needs. Calibrating how much detail to share based on who's listening reflects an appreciation and understanding of your audience. You don't build presence by saying more. You build it by making every word earn its place. How do you stop yourself from over-explaining? --- Follow me, tap the (🔔) Omar Halabieh for weekly Leadership and Career posts.

What we say vs what they hear: A translation guide for high-performers. After 15 years of leadership conversations, I've seen a lot lost in translation. Here are the most misunderstood, well-meaning phrases: 1️⃣ "Be More Strategic" What leaders mean: Think bigger picture What employees hear: "You're being too tactical." Say instead: "Let's look at this from three angles: ↳ What we're doing now ↳ Why we're doing it ↳ Where this takes us in 6 months." 2️⃣ "Act Like an Owner" What leaders mean: Take initiative What employees hear: "Work more hours without more pay." Say instead: "You have full authority to: ↳ Make your best decision ↳ Choose the approach ↳ Own the outcome." 3️⃣ "Let's Think Outside the Box" What leaders mean: Find innovative solutions What employees hear: "Your current ideas aren't good enough." Say instead: "What if we: ↳ Had unlimited resources? ↳ Had to solve this in 24 hours? ↳ Could only use what we have now?" 4️⃣ "Keep Me in the Loop" What leaders mean: Share important updates What employees hear: "Ask permission for everything." Say instead: "These are the 3 things I need to know: ↳ Risks that could delay us ↳ Resources you need ↳ Wins worth celebrating." 5️⃣ "Act Like an Owner" What leaders mean: Drive this to completion What employees hear: "Don't ask for help." Say instead: "You're empowered to: ↳ Make key decisions ↳ Pull in resources ↳ Escalate blockers early." 6️⃣ "Be More Visible" What leaders mean: Share your impact What employees hear: "Learn to play politics." Say instead: "Help others understand: ↳ What you're solving. ↳ Why it matters. ↳ How they can help." 7️⃣ "Push Back More" What leaders mean: Challenge assumptions What employees hear: "Stop being a pushover." Say instead: "I expect you to: ↳ Question my thinking. ↳ Propose alternatives. ↳ Defend your viewpoint." 8️⃣ "Be More Proactive" What leaders mean: Anticipate needs What employees hear: "You're easily overwhelmed." Say instead: "Before our next review: ↳ What might go wrong? ↳ What opportunities do you see? ↳ What would you do differently?" 9️⃣ "Make It Happen" What leaders mean: Find a creative way What employees hear: "Just work harder" Say instead: "Let's align on: ↳ What success looks like. ↳ Resources available. ↳ Non-negotiables." 🔟 "Work Smarter, Not Harder" What leaders mean: Find and solve problems. What employees hear: "You're not working efficiently." Say instead: "Let's identify: ↳ What we can automate. ↳ What we can eliminate. ↳ What actually drives value." Key Principle: High performers don't need motivation. They need clarity. The best leaders don't inspire through tough love. They empower through clear guidance. 💭 Which phrase do you hear most often? 🔄 Share to help other leaders communicate better 🔔 Follow Dave Kline for more practical leadership posts.