Three Conversations Leaders Must Have Today
Targeted conversations lead to big results helping people succeed at change
A leader’s most powerful tool is communication. Knowing who and how to provide consistent, confidence-building conversations is a vital method for helping people navigate - and succeed - at change.
Notes for this week:
The April 1 Coaching Call recording, notes and resources are available now if you missed the call. Key topics: time management, cautions against business as usual, mitigating information overload, fostering engagement, and more.
Upgraded TLC Subscribers can attend this week’s Always Inspiring Insider-Only Mastermind on Navigating the Latest Industry Changes: Friday, 10am PST (60 mins). Reserve here.
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During Times of Change, Communicate Well
A leader’s most powerful tool is communication.
Presentations. Storytelling. Meetings. Greetings. Even farewells.
Leaders are above all wordsmiths who guide their people in, through, and beyond every phase of their journey. The leader’s “voice” is always present - from memos and emails to revealing plans and coaching people to achieve them. So it’s no surprise that when faced with challenges, most people want to know -
What the leader says.
When Leaders Don’t Speak
If a leader’s most powerful tool is to speak, then remaining silent, especially during turbulent times, can be devastating to the psyche of their followers. Navigating change is difficult enough; doing it without leadership direction heightens people’s anxieties. They’re left with voices who do not have their best interests at heart - ill-informed journalists, comments sections of social media, or the loop of their own internal anxieties.
Speak clearly, consistently and often
Leading through significant change requires leaders to initiate a dialogue with their people, communicating clearly, and frequently. After something happens, initial statements are the easy part; getting out facts, updating people on our initial reactions, and outlining plans for fixing the situation (or moving forward) are crucial. The earliest days of communications are the easiest because we’re focused on what needs to be heard today.
But what about the next day, week, month or longer?
A short clip from this week’s TLC Coaching Call
Our industry is entering a long game of change. Few people believe the next steps will happen by mid-summer. Perhaps NAR’s lawsuit will get approved by July, but there are still many voices to weigh in. Even if the proposed settlement is approved as stated today, it leaves over three months in which people will feel in limbo.
And limbo is bad for growth; bad for people’s mindset; and bad for consumers.
Leaders must transform periods of limbo into something better and communicate for the long haul. Why?
You’re the leader!
Three Sustainable Conversations
What strategy does a leader (in limbo) use to keep people calm, and build their confidence? It’s a system of three conversations a day - a combination that proactively maintains momentum, retains talent, and reassures customers that you’re fully focused on the situation, even if you don’t have all the answers yet.
In other words, conversations that remind people: You’re the leader!
The first conversation is with yourself each day.
Notice I’ve written, You’re the leader, multiple times. I’m not just filling up space. I’m suggesting a key piece of vocabulary for your self-talk. The mental preparation you do each day before entering the office. The talk track you revisit before coaching your team, talking to anxious salespeople, and delivering updates to the public.
The first conversation always uses your inner voice, and it goes something like this:
I know how to navigate problems like this. Our company has the resources, training, tools, and experience to adjust and keep growing. Together, we’re not going to let anyone quit. I’m committed to success for us all. I’m ready to make changes and lead my colleagues - even my competitors - into a position to take the turn toward the future. Why? Because I’m the leader!
This kind of talk track is vital in the early days of change; sustaining it remains valuable throughout a long process. Before you can communicate any plans, you must transmit the essentials: Your firm belief that the situation is solvable, and that you’re up to the challenge.
And like your people, you need to hear this message frequently, too.
The second conversation is with your people, frequently.
Use every variety of communication methods: meetings, memos, webinars and one-on-ones. Talk to your people as frequently as possible. Sometimes you’ll address everyone at once; other times, let fellow leaders carry the message onward. Structure your communications intentionally and consistently so there’s no doubt you’re in flow with your people.
Communicate at the level your people need. Pay attention to where they stand on the Change Curve:
In the beginning stages, everyone is in “shock and denial” for a variable period of time. They need to hear only one thing: “It’s going to be ok.” That’s all, but it’s enough. Reassurance goes a long way when change is unexpected. Your people will move through this stage at different speeds, and frequent reinforcement is needed.
As change progresses, people begin the second phase: bargaining with change. That’s when leaders communicate: “We have a plan, when you’re ready.” People try to “get around” changes with compromises that won’t work. Remind them of the plan that will work. Frequently describe options to proceed - new policies, extra resources, approved legal paths, even stories of success.
As people take comfort and believe change is solvable, they reach an inflection point: The “depression/progression” phase. They realize that they can’t go back (depression) and decide to “try” the plan (progression). That’s when leaders communicate the resources available: training, tools, coaching, and technology to support their willingness to learn, try, and apply.
Finally, as change-acceptance accelerates, leaders celebrate progress: the growth stage helps people move beyond acceptance to integration. As hard work pays off, leaders’ recognition becomes rocket fuel. People know their leader is noticing their progress in having integrated the changes into new skills and mindsets.
Having frequent conversations at the level and pace people need is how leaders transmit their certainty (based on their self-talk and evidenced by real plans) to their organization’s talent, and eventually, to the public.
The third conversation is with your public
This is a fine point: The third conversation isn’t with the public - that massive, unknown crowd that is too costly and complex to reach (let alone convince). Leaders need not waste energy trying to lead everyone; but instead, focus on leading their public.
Your public consists of customers, clients, partners, and even competitors who are hoping to be led by you: That’s your public and they’re waiting for your words.
Current clients who are confused by pundits, the media, and inaccuracies of third-hand information
Past clients awaiting clarity and direction on how to keep supporting you (such as referring friends to you or providing word-of-mouth support where they can)
Future talent, especially those whose leaders have little to say on the changes, and are actively seeking guidance, comfort, and confidence
Business partners and competitors whose ability to navigate change may depend upon your reassurances, and a belief that a rising tide lifts all boats
These are the people in your public. They matter to you - as sources of business, goodwill, and collaboration. They trust you based on their existing relationship with you. And they’re open to hearing from you, directly and through your firm’s salespeople they rely upon.
Even your competitors?
Yes, even them. Why? Because, as we said, You’re the leader! But we never said, of whom. When you decided to become the leader, you didn’t get to choose only for your people. Leaders lead everyone, simply by showing up. Even if you’re not directly giving directions, your presence speaks volumes. And let’s be honest: you’ve tried to recruit or acquire them to your firm at some point, so leading them now might be the extra push they need to make the decision.
What to Expect from Three Conversations
Years ago I saved an article from the Harvard Business Review on the role of leadership communications during times of change. The opening paragraph remains on point today:
A former colleague liked to remind leaders of their impact by telling them, “There are children you’ve never met who know your name.” The point was simple: Their followers were also moms or dads who were going home and talking about their day in front of their children. And you, their leader, had a starring role in that story. As leaders, we are far more visible than we realize, and we are sending signals to followers all the time — even when we don’t realize it. [emphasis added]
How to Communicate Clearly during Organizational Change,
by Elsbeth Johnson
Speak up, Leader!
As a leader during rapid and dramatic change, having three conversations a day is the tip of the iceberg. There will be many things to attend to - allocating resources, making time for experimentation and adaptation, creating new metrics for success, and more. Yet none of that will matter if your people get discouraged, become afraid, or leave the field.
Start with strong self-talk daily.
Talk to your people at the pace and level they need.
Reach your public to find the feedback and revenue you’ll need to navigate the change.
With each conversation, you’ll talk - and hear - the impact of your words. Which is exactly what people are seeking when they reassure themselves that:
You’re the leader!