Speak to
the Actions

Communication is the Skill

Your ability to lead is directly tied to your ability to communicate. Not communicate in the sense of speaking clearly — communicate in the sense of saying the right thing, to the right person, in the right way, at the right time.

• Emotionally intelligent enough to leave feelings out of critical communications
• Prioritises building and maintaining strong relationships instead of always trying to win
• Considers multiple viewpoints when assessing a situation
• Guided by events, not feelings
• Understands the pressures put on others to perform
• Acknowledges fault when responsible for error

Hears Horses, Not Zebras

When you hear hoofbeats, think horses — not zebras. Most communication problems in leadership are simple. A person is disengaged because they don't feel seen. A team is underperforming because the expectations were never clearly stated. These are horses.

New leaders often reach for complex explanations — personality clashes, systemic issues, cultural problems. Most of the time, it's simpler than that. Ask the question. Listen to the answer. Address what you actually hear.

Speak to the Action. Not the Person.

When you need to address poor performance or behaviour, speak to the action — not the person. This is not a soft distinction. It is the difference between someone becoming defensive and someone actually changing.

"You're always late" is a statement about a person. "When you arrive after 9am, the team has to cover your calls — that's creating pressure" is a statement about an action. One creates defensiveness. The other opens a conversation.

• Who, what, when, where, how — and sometimes why
• Conscious of the power of attribution error
• Works to understand and then to be understood
• Use language that supports change in a positive direction