Lessons from tough communication
As a senior leader, how do you convey crucial messages under pressure?
We frequently see leaders in the media delivering high-stakes news, often unaware of how their word choices, tone and movements shape perceptions.
Last week Telstra CEO Vicki Brady delivered a carefully crafted statement about the upcoming axing of 2800 jobs. She did it efficiently but with little human connection, even though “connectivity” was mentioned multiple times.
The statement was clinically official, conveyed with precision but little heart.
It was all about the “action” being taken, achieving a cost reduction, becoming a more efficient and sustainable business and simplifying the “product set”.
If you’re one of the unfortunate 2800, hearing your boss wants you to feel “supported through this difficult time” might ring a little hollow.
Delivering bad news is no easy task for any leader. Doing it in a way that has people hearing the message without shooting the messenger requires a balance of clear, non-sugar-coated language and genuine empathy.
Elsewhere, recent debate on the federal budget also showcased different styles.
Treasurer Jim Chalmers generally talks about tough stuff with a smile on his face, nodding at journalists’ questions and ending many of his sentences with an upward swing.
This makes him seem like a nice bloke; he’s personable and animated – but would we follow him in a crisis?
Opposition leader Peter Dutton prefers a rapid-fire approach with brief, unwavering phrases delivered in a steady, serious tone.
His intense focus conveys earnestness, but does it make him someone you'd want to invite to your weekend barbecue?
Even seasoned communicators have room to grow.
Awareness of your habits is the first step, followed by an openness to work on certain areas so you can be strong and warm, believable and relatable at the same time.
That way, you'll be a credible leader in any situation.
