The PR BlogPublic RelationsCorporate CommunicationsHow To Improve Communicative Leadership in Organisations

How To Improve Communicative Leadership in Organisations

Allowing bad leaders to roam free is a recipe for serious problems.

Cover photo by Jerry Silfwer (Instagram)

Getting communicative leadership right is a tall order.

Do you know the single biggest challenge in communicative leadership for organisations? We need more leaders than we have.

In most organisations, non-leaders in management positions outnumber natural-born leaders in management positions.

We’re sophisticated mammals with complex languages and social behaviours, making leadership necessary for survival. Leadership is evolutionary valuable — and also naturally rare.

Despite natural-born leaders being rare, organisations still need large quantities of managers.

So, how do we make this equation work?

Signs of Poor Communicative Leadership

In communicative leadership, there are many tell-tale signs of a bad leader. Given that leadership is such a profound organisational challenge, almost every working adult has experienced what it means to serve a bad leader in an organisation:

  • Bad leaders keep information from their teams in an attempt to assert power.
  • Bad leaders use passive aggression to shame their teams into performing better.
  • Bad leaders blame their teams for poor outcomes but take the credit for themselves when things go well.
  • Bad leaders use praise subjectively and strategically instead of objectively and fairly.
  • Bad leaders add layers between themselves and the practical outcomes, like additional layers of unnecessary managers or meetings.
  • Bad leaders are placing their careers before the careers of their teams.
  • Bad leaders exclude their teams from participating directly in meaningful discussions; they need to place themselves in a position where they can filter and manipulate any feedback from the group.
  • Bad leaders are hostile towards new ideas from subordinates because they believe that anything that benefits someone beneath themselves in the organisational hierarchy is a potential threat to their position.

As follows, any of the above behaviours, while being all-too-common, will wreak havoc in any organisation. So, what should we be looking for instead?

Requirements for Communicative Leadership

What is required from communicative leaders? According to Catrin Johansson, Vernon Miller and Solange Hamrin:

“These principles can […] aid in assessments of leaders when matched with requirements of work design and context:

1. Communicative leaders coach and enable employees to be self-managing.
2. Communicative leaders provide structures that facilitate the work.
3. Communicative leaders set clear expectations for quality, productivity, and professionalism.
4. Communicative leaders are approachable, respectful, and express concern for employees.
5. Communicative leaders actively engage in problem-solving, follow up on feedback, and advocate for the unit.
6. Communicative leaders convey direction and assist others in achieving their goals.
7. Communicative leaders actively engage in the framing of messages and events.
8. Communicative leaders enable and support sensemaking.

Communication environments in organisations and units consist of culture, climate and systems for performance appraisal and feedback.”

Sound advice is good, of course, but it’s also like saying, “Be a good leader, not a bad one.”

And fair enough, most organisations would benefit from becoming better at finding and hiring good leaders.

It begs the question:

Is it theoretically possible for an organisation to fill all management positions with exceptional leaders despite being rare?

The Leadership Equation That Doesn’t Add Upp

Few studies indicate the natural percentage of leaders in a human population. Still, it’s safe to say that running out of natural-born leaders for all management positions is easy.

In other words: It’s statistically impossible for all organisations to recruit communicative leaders to fill all management positions; we don’t have enough leaders to go around.

Now, outlier organisations can attract more than their statistical share of great leaders. It can be done either by a) ensuring near-perfect recruiting processes or b) finding ways to identify and sack bad leaders. Both paths are challenging but theoretically possible.

Still, we must also consider that natural leaders typically don’t come cheap. Hence, if the leadership equation doesn’t break statistically or methodologically—it might just break financially.

The grim conclusion seems to be this:

Organisations must find ways to ensure communicative leadership despite having varying levels of leadership quality throughout the organisations.

A Better Approach to Communicative Leadership

There’s an interesting chicken-and-egg dilemma to consider here:

Is excellent communication an outcome of outstanding leadership?
Or is exceptional leadership a product of excellent communication?

Arguably, it seems to be the latter. In contrast with just being appointed, leadership is a human quality awarded by a group willing to tolerate authority in exchange for efficiency and guidance. This “leadership contract” is based on trust, which, in turn, is established using various forms of verbal- and non-verbal signals.

Hence, we need strategies for communicative leadership that are realistic. In larger organisations, I would suggest the following pragmatic approach:

  • Top executives must be great communicators.
  • High-ranking executives must be solid communicators.
  • Mid-level managers must communicate well regardless of their aptitudes for communicative leadership.

In concrete terms, what does this mean for organisations?

How To Ensure Communicative Leadership

Based on the above deductions on communicative leadership, I would argue that, at least for larger organisations, this is the most realistic and most fruitful approach:

  • Top executives — great communicators — recruiting.
  • High-ranking executives — solid communicators — training.
  • Mid-level managers — communicates well — processes.

Recruiting top executives with great communication skills

As for top executives, an organisation can’t afford to hire poor communicators for these positions, primarily responsible for the board of directors and the HR function.

If an organisation hires top executives with poor communication skills, there’s only so much a communication department can do to mitigate adverse effects cascading from the top.

Examples of action items:

  • Determine if HR are evaluating and weighing communicative leadership in their recruitment processes.
  • Measure and track communication maturity continuously.

Training high-level executives to become solid communicators

High-ranking executives must also express their leadership at a high level, albeit not as high as top executives. PR professionals should mitigate any lack of such abilities with continuous training in communicative leadership — facilitated by the communications department.

Example of action item:

  • Build solid onboarding video training on communicative leadership for newly recruited high-level executives.
  • Invest in communicative leadership training using well-recommended and specialised consultants.

Processes to ensure good enough communication from med-level managers

As for most leaders in an organisation, mid-level managers, recruiting top communicators is unrealistic, and training is likely to be costly and produce highly variable results from individual to individual. Therefore, their communication as leaders must be strictly regulated by transparent processes.

Examples of action items:

  • Launch a transparency initiative to ensure that subordinates can access all directives given to their mid-level managers.
  • Leaders should give all work orders delivered by mid-level managers in writing via a digital collaboration platform.

Leadership and Clarity

Are you a mid-level manager yourself looking to improve your leadership communication? Great!

Some might think that communicative leadership is due to more esoteric qualities such as charm, charisma, and verbal abilities. You might be surprised. While natural abilities are part of it, communicative leadership in practice mostly comes down to clarity.

Creating redundancy military-style

I served as a Sergeant and Platoon Commander from 1999-2000, a typical mid-level position. I often found myself in front of young soldiers awaiting orders — often in rough conditions with little to no sleep or food below -25 degrees Celsius temperatures.

A typical assignment could be to order soldiers to load up their terrain vehicles, traverse the terrain, and meet me at a designated rendezvous point for further instructions. At the rendezvous point, I would find half the platoon missing, with empty bandwagons and the wrong gear to continue the training.

For this reason, the Swedish army has certain practices for giving orders. One such technique is always having your instructions repeated back at you. Understanding how much is lost in the transfer of information is a humbling exercise for most—and it certainly was for me.

I quickly learnt that over-communication is always preferable to under-communication. Leaders should give orders in a structured, precise, and redundant manner. I can still hear my military voice somewhere in the back of my head:

“If possible, take a minute to prepare to give orders so that I can be precise and clear.”
“Give the order and repeat it as often as it takes.”
“Always ask subordinates to write your instructions down, no matter how good they say their working memory is.”
“Always ask subordinates to repeat your instructions back to you.”

Armed forces all over the world have been perfecting this art for millennia. 1I recommend Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willinck for an in-depth look at a military approach to leadership and communication.

Practice using the following checks

As an ambitious mid-level manager looking to improve your toolbox, use the checks below to ensure that your communicative leadership is always redundantly clear.

  • This is what we are doing. Is this clear?
  • This is why we are doing it. Is this clear?
  • This is who will be doing it. Is this clear?
  • This is how we are doing it. Is this clear?
  • This is when we are doing it. Is this clear?
  • This is where we are doing it. Is this clear?
  • This is for whom we are doing it. Is this clear?

Does it feel like you’re constantly communicating? Does it feel like you’re always providing too much information?

Good. That’s how it’s supposed to feel.

Thank you for reading this article. Please consider supporting my work by sharing it with other PR- and communication professionals. For questions or PR support, contact me via [email protected].

1 I recommend Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willinck for an in-depth look at a military approach to leadership and communication.
Jerry Silfwer
Jerry Silfwer
Jerry Silfwer, alias Doctor Spin, is an awarded senior adviser specialising in public relations and digital strategy. Currently CEO at KIX Index and Spin Factory. Before that, he worked at Kaufmann, Whispr Group, Springtime PR, and Spotlight PR. Based in Stockholm, Sweden.


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