I believe that communication effectiveness as a leader is the culmination of countless one-on-one conversations throughout each and every day. Some of these encounters result in exactly what we had hoped for and others leave us mystified by the other person's actions or responses. In my experience as a consultant, I have discovered that there are specific principles or laws that contribute to the success of our interpersonal communications. In this article, we will explore three of the Six Laws of Communication for Leaders. In our next issue, we will complete the article with three more of these important laws.

1. You can't lead from the corner office

   I often hear leaders say that they don't have the time to communicate with employees. They explain that they spend their day going from one meeting to another. Unfortunately, the information they receive is limited to input from the people in these meetings. What is wrong with this picture? Leaders who don't get "out and about," end up making decisions on information that is received exclusively from this small circle of individuals.

   Is it possible to lead a large organization and find time to communicate with a wide cross-section of employees? Several months ago I attended a presentation by Paul Levy, CEO of Beth Israel Deaconess Medical Center in Boston in which he described the numerous forums he uses to communicate with employees. He attends every new employee orientation, conducts town hall forums and is frequently observed speaking with employees on the second and third shift. Paul is an excellent example of how "getting out of your office" to communicate can lead to success. To learn more about Paul's communication style, check out his bolg at http://runningahospital.blogspot.com.

   Employees are hungry to hear the point of view of leaders "up close and personal." This responsibility is too critical to be left to chance. I recommend that you schedule a series of meetings every month with groups of employees. Make these meetings a top priority and be prepared for extraordinary results.

2. Adjust your style to the individual listener

   In my work as an executive coach, I am sometimes confronted with a client who proudly states, "I'm a very direct and open person. I call things as I see them and if people don't like my directness, that's their problem." This type of attitude eventually leads to a visit with a different type of consultant, one who specializes in outplacement. Leaders must influence a host of stakeholders on a daily basis. Each of these individuals responds to different approaches and has widely diverse concerns and priorities.

   Successful communicators consider the differences in the people they encounter in one-to-one situations and in a matter of seconds ask themselves questions such as: How is this person coming across today? Are they tense, subdued, or excited? What is most important to them right now? What approach will help them understand my message? What can I learn from this individual?

3. Reprimanding without empathy is counterproductive

   If you have ever been on the receiving end of a bombastic reprimand, you probably still remember the experience. Did your behavior change for the better as a result of this verbal punishment or did it result in resentment? Is there a better way to deal with mistakes, oversights and failures? When faced with the need to reprimand an employee, ask the following question, "Is this an opportunity to coach, teach or correct?" Then ask yourself, " How should this individual's level of experience, history of similar incidents and the severity of the current incident influence my approach?"

   Being firm and direct in delivering feedback is an admirable trait. However, whenever possible let the individual know that you have confidence in his ability to turn the situation around and to call on you if you can be of help. Employees make mistakes. How leaders respond to these situations can be a teachable moment or undermine morale and motivation. It truly is possible to deliver a strong message that results in positive behavior change while retaining your dignity and that of the person being reprimanded.

The next issue of The Insightful Leader will contain three additional laws of communication. I hope this article has been helpful and look forward to your comments.

The following resources from M. J. Campbell Associates are recommended for your professional development:

• Article:

  "The Leader as a Communicator: Five Most Frequently Asked Questions" - Newsletter Archives

• Recommended Speech by Mark Campbell:

  Leading Through Speaking