The solution is to reframe how we (the “vanguard”) think about resistance. Rather than assuming critical thinkers are resistors, we would do better to treat them as guardians . Guardians see what needs to be protected, and the trust that can be destroyed by a broken promise or a shortcut. Who else will ask the hard questions? Guardians keep us honest in the face of self-delusion or blind spots.
Great leaders, especially in large organizations, aren’t really people. They’re mental images.
They may be flesh and blood to the senior team and the assistants in the C-suite, but to people in outer orbits, from operational departments to business units, they are imaginary constructs. Employees create pictures of what leaders seem to be, based on the bosses’ accumulated emails, tweets, speeches, and videos, plus whatever tidbits are picked up here and there. Learn ways to improve your leadership communications.
Most firms would benefit from a better corporate narrative. At base, it is a way of giving everyone who works with or for the company a shared sense of purpose, and for customers and others to understand what the company is trying to achieve.
The problem is that, at a time when near constant change makes this kind of message so important for discouraged and unsure employees, companies find it harder than ever to create a single, compelling story that cuts through the noise.
Leadership communication is much more than the words we say and how we articulate what we want to team to “hear.” Effective communication is also about emotional intelligence, knowing your audience and active listening. Practice these five things when communicating with your team.
Until staff know what the reorg means for them—whether they have a job and, if so, what it is—they have no ears for the exciting future of the reorg. Find out how to handle this challenge?