Communication is a key leadership skill, according to a new report, but – thankfully – it’s a skill set that can be learned. Sam Nichols explores the value of communication in a leadership setting, and how we can improve the productivity and happiness of our teams through better connection.
Communication is crucial in all elements of life, but particularly in the workplace. For many employees, having a work environment that encourages, supports and demonstrates good communication can be critical.
Indeed, a recent report developed by the human resources brand HR Leader and business software company The Access Group, has found that good communication skills are integral to quality leadership.
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This report, which analysed the insights of 1,024 business leaders, employees and human resource professionals – found that the vast majority of respondents linked communication with effective leadership.
According to the results, 62 per cent said that communication was the most important attribute of an effective leader.
By comparison, the second-most common response was “inspiring employees” at just 15 per cent.
Experience was said to be an important attribute for only 3 per cent of respondents.
“With communication the clear frontrunner in desired leadership attributes, organisations need to make sure they are investing in training and development in this area,” the report states.
“Communication is the bedrock of employee engagement and high performance. A leader who is able to communicate expectations well and is perceived as approachable is an integral part of a successful organisation.”
Separate studies have landed at similar conclusions regarding the intersection of successful leadership and communication, magnifying the influence that the latter has on the former.
One 1998 paper of 135 undergraduate college students – Communication Research Reports – reported that, among its discoveries, workers with high levels of organisational identification “viewed their supervisors as being more competent communicators”.
Another study, published in the Journal of Leadership and Organizational Studies in 2005, concluded that high job performers “had significantly higher levels of motivation to adapt communication and higher levels of communication skill” and that job positions or responsibilities “did not influence level of communication competence”.
“Communication is key for both leaders and employees,” says Shandel McAuliffe, editor of HR Leader.
“The important thing is for organisations to foster cultures where communication is encouraged and nurtured.”
Practice, practice, practice
While communication is an essential skill for leaders, it’s not one that necessarily comes naturally. Thankfully, it can be taught.
According to the separate survey in the HR Leader and The Access Group report, while 72 per cent of the 1,042 respondents said that they believed leadership skills to be both innate and acquired over time, an additional quarter (25 per cent) of these respondents said these skills can be learnt.
Only 2 per cent said leaders are born with these qualities.
One suggestion that Ms McAuliffe has for improving communication is to practice in a variety of different ways and as often as possible.
“If an opportunity comes up to present at a team meeting or the like, and this usually makes you feel nervous, explore what you can do to start to push yourself outside your comfort zone,” she tells The Adviser.
“Perhaps co-presenting with a colleague might be an option?
“While it might not feel easy at first, small steps can make a big difference.”
One anecdote Ms McAuliffe recollects on this value of practice was when she found herself attending small-business networking events, an experience that sparked feelings of discomfort for the HR editor.
“I recall years ago when I started going to small business networking events feeling incredibly nervous speaking to new people and presenting to a group,” she tells The Adviser.
“But I joined a group that met weekly, and getting up to speak each and every week built my confidence very quickly, and the nerves definitely got better.
“If public speaking feels too daunting, try communicating in writing with your colleagues more. If your company has a news page that invites comments, that could be a good place to start to develop your written ‘voice’.”
Another example Ms McAuliffe offers is asking for help via mentoring or coaching: “A mentor will help with sharing their own experiences, whereas a coach is more likely to guide you in finding the answers for yourself.”
Embrace your resources
While communication as a skill might not come easily to all staff members, human resources can facilitate training using internal or external expertise to develop communication skills in their workforce, according to Ms McAuliffe.
She adds: “Why not start by asking those in your organisation who you feel are good communicators how they developed their skills?
“Their answers might just surprise you – and it’s probably a skill they’ve worked hard to develop.
“If you’re looking for external guidance, your industry association/body or local business chambers might be able to recommend good trainers.”
You can go your own way
Another step the editor of HR Leader suggests for those interested is to consider why communication is important to leadership.
“Leadership is about connection – and it’s hard to connect with people if you don’t communicate,” she says.
However, Ms McAuliffe adds that not every professional leader will have the same form of connection.
“Every leader will have a different style of communication, and some may prefer the spoken word over the written,” she says.
“Whatever style works for you as a leader, make sure you use it to keep in touch with your people, inspiring and informing at the same time.”
