6 Easy Strategies to Speak the Language of Leadership

 

1) Change “Yes, but…” to “Yes, and…” – People often associate the phrase “Yes, but…” with the word “no.” Generally, once we hear the word “but,” it cancels out any positive statement made before it. Instead of “but,” use the word “and.” In our minds, “and” allows two statements to be simultaneously true, thus preventing the often unhelpful knee-jerk reaction to the word “but.”

2) Replace “can” with “will.” – Someone telling us they can do something doesn’t necessarily mean they will. The language of commitment requires phrases such as “I will”, “I commit to” or “I choose to.” When it comes to inspiring your team, therefore, asking “Will you?” can be a far more effective approach than merely allowing your team to say what is in their ability to do.

3) Try the phrase: “I wonder if…” This is a great phrase to use when you’re proposing a course of      action that may generate resistance. It tells others that while you don’t have all the answers, you’re curious and willing to put yourself on the hot seat to explore options. It also generates curiosity in your team to get them working on viable alternatives.

4) Be “transparent” rather than “honest.” What happens for you when someone tells you they are going to be “completely honest” with you? How much do you believe them? If you’ve ever said this yourself, what kind of response did you get? People already expect honesty from their leaders. What they need is transparency. Transparency lets others know you are sharing something important, something that requires you to be vulnerable. It also lets listeners know they are valued and trusted with this sensitive information. How willing are you to be transparent?

5) Speak from the heart. Those you lead value authenticity. In an HBR article on the language of leadership, author Tony Golsby-Smith points out that compelling leaders make authentic statements that demonstrate their core values, beliefs…hopes and dreams, even. When you’re in a conversation, don’t see the person as a “resource” – but as someone to relate to on an authentic, human level. Those of you who are familiar with the Iceberg Model will know that sharing “below the waterline” allows for greater vulnerability and therefore connection with and among team members. So, share a personal story where it feels appropriate to do so.

6) A little empathy can go a long way. Building on #5 above, empathy is a highly effective tool to develop and deepen relationships with your team. If empathy still seems elusive to you, begin practicing it in small doses when the situation calls for it. As mentioned above, expressing your own vulnerabilities and sharing your weaknesses in telling a story can lead to a stronger, more unified team.

SOURCE:boldermoves.com