In my nearly 20 years of work in organization development, I've never heard anyone say that a leader communicated too much or too well. On the contrary, the most common improvement suggestion I've seen offered up on the thousands of 360 evaluations I've reviewed over the years is that it would be better if the subject in question learned to communicate more effectively.
What makes someone a good communicator? There's no mystery here, not since Aristotle identified the three critical elements — ethos, pathos, and logos. — thousands of years ago.
Ethos is essentially your credibility — that is, the reason people should believe what you're saying. In writing this blog I made an effort to demonstrate my ethos in the introduction, and here I'll just add that I have a degree in communication studies (emphasis in rhetoric for those who want the details) for good measure. In some cases, ethos comes merely from your rank within an organization. More commonly, though, today's leaders build ethos most effectively by demonstrating technical expertise in a specific area (which helps convince people that you know what you're talking about), and by displaying strong levels of integrity and character (which convinces them that you're not going to lie to them even though, since you know more than they do, you might get away with it).
Pathos is making an emotional connection — essentially, the reason people believe that what you're saying will matter to them. I've written here before about the importance and the power of making emotional bonds (more ethos?) and why I believe this to be a critical area of competence for present-day leaders. Giving people your undivided attention, taking an active interest in your team members' career development, and being enthusiastic about both the organization's progress and the individuals who enable it are ways that leaders do this well. At the end of the day, pathos has the greatest influence on followers' perception of their leader's effectiveness as a communicator.
But all the authority and empathy in the world won't really help you if people don't understand what you're talking about or how you came to your conclusions. Logos is your mode for appealing to others' sense of reason, ergo the term logic. Employing strengths in strategic thinking, problem solving, and analytical skills are how today's leaders express logical ideas in clear and compelling enough terms to influence outcomes. While some people can get by on gut feel, as Steve Jobs famously tried to convince us he did, most leaders are required to provide some kind of analysis to make clear their decisions. This is where many leaders feel on the firmest ground — when assembling and analyzing data to address organizational problems. A caveat, though — assembling facts is not the same as presenting them clearly (here talking in complete sentences helps a lot), or marshaling them expressly to demonstrate the merits of a course of action. Facts do not speak for themselves, which is sad, since it would save so much time if they did. Effective leaders know the effort and time spent making explicit the connections they're drawing from the data to the analysis to their conclusion are well worth it.
Please note that the smartest communicators / fraudsters rely on logos as much as ethos or pathos! According to Aristotle: the argument need not necessary to be true to be effective, it just needs to appear as if it were true to the audience.
Best
Fredrik Goffhe
Enjoyed reading your article.
Wanted to share a quote from my mentor, Lee Thayer. In the opening chapter of his book “Communication!:
A Radically new Approach to Life’s Most Perplexing Problem” he shared:
“…what “communicates”
is the interpretation that someone makes of a happening, a situation, an image,
or an utterance. A person may be listening to you. But what that person is
hearing is not what you said, but her own interpretation of what you may (or
may not) have said. All of the actual consequences of any communication
encounter flow from the interpretations that people make of things. That may or
may not be what was intended. But the power player in any communication
situation is the “receiver,” not the “sender.”
“…Never mistake your interpretation for reality. Just know
that you have to live with the consequences of how you, and others, interpret
things. What “communicates’” is whatever a person pays attention to and
however she interprets it. You do not control her interpretations, nor does she
control yours. That’s how the process works. If you have a different conception
of the process, you may want to consider this one. It has far fewer bumps in
the road, fewer problems.”
The 9 or 10 books Lee’s written in the past 5 or 6 years contain the seminal ideas he’s
been sharing on Communication, Leadership and
high performance organizations for the past 45 years. And most people have never heard of him.
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