Emergent Leaders Newsletter/019/Power Dynamics and Their Role in Communication between Leaders and Team Members

Read time: 6 minutes

This week’s newsletter aims to shed light on the impact of some leadership communication habits and provides practical tips to help emerging leaders enhance their awareness and deliver messages that align with their intended meaning. 

Effective communication skills are such an important aspect of solid leadership. But powerful communication goes beyond the words we choose - it includes the tone, volume (and silence), and the body language we employ. The way leaders express and present themselves greatly influences how their messages are received, understood, and acted upon by their teams.  

Let’s look at some basic modes of communication that are commonly employed, and their impact on a leader’s messaging.  

Choice of words 

Words have the power to inspire, motivate, and create a shared sense of purpose within a team. Conversely, they can also demotivate, confuse, or breed resentment. Leaders must choose their words thoughtfully to ensure alignment with their intended message.  

Here are examples of ineffective choice of words:  

"You all need to work harder.” “The project is falling behind, and it's your fault." “I created a lot of positive changes within this team/organization.” The blame game can lead to defensiveness and demotivation, hindering team morale and productivity. Also using the word “I” rather than “we” will most certainly turn people off. 

Improved choice of words:  

"We're facing some challenges with the project timeline. Let's come together to brainstorm solutions and support each other." By shifting the focus to collaboration and problem-solving, the leader promotes a sense of collective responsibility and encourages a proactive approach. 

Bottom line is, before delivering a message, leaders should ask themselves:  

• What is it that I want folks to walk away with from our interaction?  

• How do I want people to feel when they walk away from our meeting? 

And then ask yourself if the words you plan to use inspire, motivate, and create a positive work environment and the conditions for those outcomes. 

Specificity 

Blanket statements are generalizations. Blanket statements are so widely used in so many different contexts, and yet, whether the message is positive or negative, blanket statemetns are completely ineffective. While they are almost always made with the best of intentions, I guarantee you: they ALWAYS fall flat. It doesn’t matter if it happens in a corporate setting, in a classroom or in team sports. Blanket statements are useless, and this is why: the people who need to hear the message won’t think it applies to them and therefore will tune you out, while the people who were included by association are the ones who generally take it most seriously. 

Here are examples of ineffective blanket statements: 

“You all need to work harder.” “It’s like no one showed up to play today!” “Great work, team!”

Improved specificity:  

Whether good or bad, if you are going to make a blanket statement, be prepared to follow it up with specific advice/instructions/feedback/compliment for each team member to ensure that it is personal and as a result, internalized to create the impact that was intended. Leaders get extra bonus points for going a step further and explaining the impact the work of each team member has on the rest of the team and organization. 

Tone and Volume  

The way leaders deliver their messages—the tone and volume of their voice - plays a vital role in influencing how their words are perceived. Different tones and volumes can evoke diverse emotional responses from team members.  

Here are examples of ineffective tone/volume: 

• Speaking in a condescending tone, a raised voice can both make team members react defensively, fostering a negative work environment and hindering open communication. 

Improved tone/volume: 

• Speaking calmly and with a neutral tone sets the stage for open dialogue, allowing team members to express their thoughts and concerns without fear of judgment. 

People tend to mirror others. Leaders can use this to their advantage and set the stage for effective interactions. Before stepping into a conversation, leaders should always take a moment to clear judgment or expectations – because going into a conversation holding onto assumptions will impact their choice of words, tone and body language, which will then impact how the message will be received.  

Silence  

Silence and lack of communication from leaders can be just as impactful as hurtful messages. It can leave team members confused, anxious, or disengaged. Leaders must recognize the importance of prompt and transparent communication.  

Here are examples of ineffective use of silence: 

• Not communicating changes in project deadlines, leaving the team or other stakeholders in the dark until the last minute can result in missed opportunities, increased stress, and a breakdown in trust between the leader and the team. 

Improved communication:  

• Proactively informing the team about changes, challenges, and expectations. Transparent and timely communication fosters trust, empowers team members to plan and adapt accordingly, and strengthens the leader's relationship with their team. 

The only time silence is welcome is in well-timed pauses during conversations or meetings, as they allow all team members an opportunity to think through an idea, so that they can contribute more confidently.

Body Language 

Body language, including facial expressions, posture, gestures, and eye contact, can often convey more than words alone. Leaders must be aware of their body language and understand how it can influence the interpretation of their messages.

Here are examples of ineffective use of body language: 

• Rolling eyes or crossing arms while team members share their ideas can signal disinterest, disrespect, or lack of openness, discouraging team members from sharing their thoughts and stifling creativity. Looking at a device and studying notes during a meeting can have the same effect.

• Fidgeting or constantly checking the time during team meetings can convey a lack of interest, undermining the leader's credibility and team engagement. 

• Walking pace. I get this feedback a LOT when doing 360’s for clients. Are you constantly rushing and darting around, head down while bee-lining it to the next meeting? This behavior signals to team members that a leader is too busy to interact and isn’t open to engaging. 

Improved use of body language: 

• Maintaining an open posture, making eye contact, and nodding to acknowledge team members communicates attentiveness, respect, and encourages team members to freely express their ideas and opinions. 

• Adopting a relaxed yet attentive posture and actively taking part in discussions conveys engagement, involvement, and signals to team members that their contributions are valued. 

• Respect personal space boundaries and avoid invading others' personal space, as it can create discomfort and hinder effective communication. 

• If you have a tendency to rush around all the time, think of it this way. It is essentially perceived the same way a closed office door is. It says “Do not disturb!” As a leader concerned about honing workplace relationships and balancing accessibility, you should limit rushing around to times when it is necessary.  

Effective leadership communication goes beyond the words we choose. By being aware of the impact of words, tone, volume, and even silence, emerging leaders can significantly enhance their ability to convey messages that align with their intended meaning. Regularly seek feedback from your team to understand how your body language affects your leadership presence and make necessary adjustments. By consciously refining your communication style, you can create an environment where team members feel valued, motivated, and inspired to achieve shared goals. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/018/Habits that will help new leaders set boundaries to strike a healthy balance between Relationships and Strategic Priorities

I recently posted a poll on my LinkedIn feed to see what people struggle with the most when it comes boundary setting. The outcome of that poll was as follows (and matches what I’m seeing with my clients):  

• 53% Accessibility vs focus time

• 37% Communicating boundaries

• 5% Impact on work relationships

• 5% Other 

One of the major contrasts between successful, experienced leaders and new ones, is the mindset surrounding boundary-setting to focus on strategic priorities. As leaders move up the ranks or take on roles with increasing responsibility, the more strategic planning becomes part of their main responsibilities. Needless to say, if leadership is something you aspire for your career, then boundary setting will be a necessary skill to hone.  

However, as many of my clients and poll responders state, fear of how boundaries will be perceived by co-workers and direct reports can lead them to take a very “soft” approach when it comes to filtering what gets their attention and what doesn’t. As a result, they somehow never seem to find the time to address our true priorities.  

“Lack of time is actually lack of priorities.” — Timothy Ferris 

It's natural to worry about how setting boundaries will be received by your staff. However, keep in mind that communicating clear expectations and boundaries (and upholding them) is crucial for your growth as a leader. It also gives other team members permission to do the same. It creates a positive and productive work environment. Why not be a model for the team by establishing the following habits into your leadership practice?  

Let’s first establish what’s important vs what is less important... 

1. Before we dive into “how” to set boundaries, it is so important to know the “what” and your “why”. What I mean is, before setting boundaries, you need to know what you need to focus your energy and time on over the course of your week vs what can be filtered out. Begin by making a list of things that fall under your role’s key responsibilities. Most likely, things like strategic planning, quarterly planning, forecasting, ensuring projects are on time, delegation, performance management, communication, 1-to-1's, etc. I know, the list goes on. Think objectively. Your list can include important things you’re already addressing and can also include things that you know should be addressed, but never seem to get done. Don’t forget to include health and lunch breaks! 

2. If you compare this list to previous weeks’ schedules, you may notice that you have been doing things that don’t fall under your scope of responsibility. You’ve been doing things out of habit when you really should have been delegating. Delegate as necessary (see newsletters 007 “How to work through your biggest obstacle when it comes to delegating” and 008 “How to successfully delegate so that you can lead without the overwhelm”).  

3. Once you’ve made your list of items that MUST be part of your daily, weekly, monthly routine, decide how much of your time should be spent on each – then add at least 30% as we always tend to underestimate how much time things actually take to complete. Place these time blocks into next week’s and the week after. The idea is that you create a schedule that reflects your priorities, before it gets filled with other people’s priorities.  

4. DM me if you are struggling with this AND/OR if you still have too little time to fit everything in. I can help you through it.  

Now that you’re clear on your priorities and have made space for them in your schedule, the rest will be so much easier. Below are some tips to help you communicate your boundaries in a way that will still leave your team members feel supported. 

Clearly communicate your availability.

Let them know that while you value interactions and relationships, you also need focused time to work on strategic priorities. In fact, if possible, work together so that your focus times coincide so that everyone knows there will be no interruption – even for just 1 hour/day. When possible, let them know what you’re working on, and have them share what they will be working on. Take the mystery and secrecy away and watch how supportive team members become rather than suspicious.  

Demonstrate the importance of setting boundaries by respecting them yourself.  

Avoid sending emails or requesting work during non-working hours unless it's truly urgent. With the increase in companies allowing flexible work hours, some individuals may choose to work outside of the typical 9-5. As a leader, you can ask that no emails be sent outside of those hours. I have clients who like to leave work a little early to be home with their kids after school but will then compose emails later in the evening and schedule them to go out in the morning. When folks don’t expect work-related emails during personal time, it’s much easier for them to “disconnect” enjoy their down time. Show your team that you prioritize their well-being and work-life balance, setting a positive example for them to follow. If you want to be extra kind, when you send an email and expect a response back, let the individual(s) know what time frame you need that response by. Most people will drop everything if the boss asks for something, regardless if it isn’t urgent, potentially halting more important work.  

Schedule Regular 1-to-1s.  

One-to-one meetings are crucial for building strong relationships and providing guidance to your direct reports. Schedule dedicated time for these meetings, allowing your team members to have your undivided attention, with a pre-determined agenda and action-items so that the most is made of the little time you have. These sessions create an open space for discussion, feedback, mentorship and foster a supportive work environment. 

Encourage Casual Interactions.  

While focused work is important, don't neglect the value of casual interactions within your team. Encourage impromptu conversations, coffee breaks, or team-building activities. Be present – and without an agenda, other than to say hello and check in on your people. If you have team members working remotely, check in on them as you would with other team members during these casual interactions. These informal walk-throughs help build trust, camaraderie, and a positive team culture. Consider setting aside specific times or areas for socializing to strike the right balance. And if you are more of the introverted type like me, who loves connecting with individuals but doesn’t naturally think of creating space for social gatherings, collaborate with or delegate the planning of such activities to a team member who get great joy out of doing this type of work.  

Set Boundaries Collaboratively. 

Involve your team in the process of setting boundaries. Conduct a team meeting to discuss everyone's needs and preferences. What does each team member need to be successful? By involving them in the decision-making process, you show respect for their input and foster a sense of ownership. Together, you can establish guidelines that accommodate both individual and team goals. If you do get in the habit of doing this, I would suggest re-visiting it every quarter to accommodate new team members and evolving work demands. 

Leverage Technology and Tools.  

Use technology and productivity tools to streamline communication and optimize your workflow. Encourage your team to use project management tools, instant messaging apps, or shared calendars for better coordination. I find larger organizations are better at this – but small to medium-sized businesses could also benefit. This helps minimize interruptions and allows for efficient communication without sacrificing relationships.  

How to address the persistent “disruptor”. 

Every team has one. An individual who struggles to “read the room” or who has a lot of questions because they may lack the technical know-how or confidence. Create a plan with this individuals, with names and contact info of others they can lean on for support so that you are not the only go-to. These individuals may also require slightly longer one-to-ones to address their questions at first, but with time, they will learn to become more self-sufficient. You just have to facilitate the learning rather than enable the dependance.  

Post a sign on your door – or if working remotely, have an automatic response stating something like: “I am currently unavailable, but will be back online or available at X time.” Most times, you will notice that by the time you do get back to them, they will have figured things out on their own or reached out to other appropriate resources.  

Define what an “urgent” matter looks like.

Regardless of the industry, things come up that really do require immediate or almost immediate attention. Though if left to everyone’s judgement, they will all have a very different take on what “urgent” means to them. Spell it out for them. Create a check list of questions they must ask themselves before they interrupt you or reach out during off-time. Everything else can wait. Also let them know what mode of communication is most appropriate in such urgent cases. For example, making a phone call might be a better option than sending an email and expecting an immediate reply.

Setting boundaries as a new leader may feel challenging, but it's essential for your success and the overall productivity of your team. By addressing your fears head-on, communicating openly, and leading by example, you can strike the right balance between focusing on strategic priorities and nurturing workplace relationships. Remember, effective boundary setting benefits both you and your team, creating a more harmonious and productive work environment. Embrace this opportunity for growth and empower yourself to become a successful leader. 

Emergent Leaders Newsletter/014/Why Relying Solely on the Boss’ Feedback Is Holding You Back

In my work with new and emergent leaders, I most often begin a coaching engagement with a narrative 360 to gain wide range of views of the individual’s behaviors, habits and performance at work.  

Why go through the trouble of including so many perspectives? 

When it comes to measuring performance at work, solely relying on pleasing the boss and seeking feedback exclusively from them can be a shortsighted approach. In addition, when the intention behind the work becomes more about looking good to the boss, efforts to connect with the rest of your team members rarely land. Rather, these attempts can be seen as inauthentic, which does little good for your personal brand when trying to build a network of supporters. To truly create a team, the team needs to know that you also have their backs. A solid professional relationship with your peers and direct reports requires as much care and attention as the one you build with your boss.  

I once had a boss like this, and most of her relationships within the team were strained or non-existent. Disengagement with the staff was at an all-time high, and the resentment could be felt right down to the students. This leader’s tunnel-vision, where all decisions that were made were done through a lens of “Will this please my boss?” “Will this make me look good to the executive team?” created a toxic workplace climate. All team members came to understand that the work was less about doing good for the organization and had become more about making the boss appear superior to everyone else. Gross. Unfortunately for her, her tactic backfired. She and the organization “mutually” decided it was time for a leadership change.  

Now, some may argue and say, “If pleasing the boss means achieving the organization’s mandate and goals, then what’s wrong with this tactic?” Do not get me wrong – the “technical” things get accomplished. All the boxes are checked in the short term, though with time, when decisions are made from this self-serving lens, the workplace culture eventually suffers and the people who can leave do so for healthier and happier workplace environments. When tensions are high, people are in survival mode. No innovation takes place. It’s bad for business. Unless you want a workplace filled with individuals who just “clock in” and check out, or are there because they have no other options, then sure, go forth with this mindset! 

Looking good to your boss vs growing as a leader  

Don’t get me wrong, there are many wonderful bosses out there who take the time to provide clear feedback to their direct reports to help them grow as professionals, though I wish there were more of these types of bosses.  

Professional athletes have multiple coaches to offer them different perspectives on various aspects of their skills. To continually improve and excel, they constantly seek out advice from different types of coaches – not only the head coach’s. And those who don’t take advice or coaching simply don’t improve. It’s no different for leaders in business.  

If leaders genuinely cared about their professional growth, they would go through the effort of not only asking their boss what they could do to be better – they would ask those around them whose opinion they value. 

Painting a clear picture of your overall presence and performance at work using different perspectives. 

To help new and emergent leaders understand the benefits of including feedback from a wide variety of stakeholders, with the intention to grow as a leader, here are a few perspectives to consider: 

1. Limited Perspective: Different stakeholders have unique viewpoints and experiences that can shed light on various aspects of an individual's performance, skills, and areas for improvement. Including feedback from colleagues, subordinates, clients, and other relevant parties provides a more comprehensive and specific understanding of performance.  

2. Bias and Subjectivity: Relying solely on the boss for feedback can introduce bias and subjectivity into the process. Everyone has their own preferences, expectations, and biases. By gathering feedback from multiple stakeholders, you can mitigate individual biases and obtain a more objective assessment of your performance. 

3. Diverse Skillsets and Expertise: Different stakeholders possess diverse skillsets and areas of expertise. Including feedback from various sources allows you to tap into a wider range of knowledge and experience. This can help identify specific strengths and weaknesses, identify skill gaps, and provide valuable insights for professional development you or your boss may not have thought about.  

4. Enhanced Self-Awareness: Feedback from multiple stakeholders can contribute to an individual's self-awareness. It provides an opportunity to gain insights into how their actions and behaviors are perceived by others. Understanding how one's performance impacts different stakeholders enables leaders to make more informed adjustments and improvements in their interactions with all parties. This is an extremely important (and often missing piece) when it comes to further leadership promotions. Feedback on hard skills seems to be easier to deliver than feedback about an individual’s “soft” skills.  

5. Holistic Development: Incorporating feedback from a wide variety of stakeholders promotes holistic development. By considering perspectives from different angles, individuals can focus on improving their overall effectiveness, communication skills, collaboration abilities, and adaptability to diverse environments. This comprehensive approach leads to well-rounded growth and better prepares individuals for future challenges. 

6. Increased Accountability: Asking for feedback from multiple stakeholders creates a culture of accountability. When individuals understand that their performance is evaluated by various parties, they are more likely to take their responsibilities for growth seriously and strive for excellence. This can improve overall performance and drive individual growth. I’ve also noticed through going through the process with past clients that it improves the quality of conversations within the workplace. Though the leader may be the one asking for the feedback, it forces all parties to examine their role in the dynamics. 

7. Employee Engagement and Satisfaction: Involving multiple stakeholders in the feedback process enhances employee engagement and satisfaction. When individuals feel their opinions and contributions are valued, they are more motivated to actively take part and contribute to the work. This leads to higher job satisfaction, increased morale, and improved overall productivity. 

8. Better Decision-Making: Feedback from a wide range of stakeholders provides a richer dataset for decision-making. By considering multiple perspectives, organizations can make more informed decisions about promotions, performance evaluations, and employee development strategies. This can result in fairer and more effective talent management practices. 

I have noticed repeatedly that when I gather a more diverse source of feedback for my coachees, it helps them improve their self-awareness, foster a culture of accountability and continuous improvement, and deepen the quality of workplace dialogue with their team members, all while broadening a base of supporters for the leader. Adopting a more inclusive feedback process ultimately leads to better performance management outcomes and helps all individuals and organizations thrive. Demonstrate – lead by example how to ask and receive feedback with grace. It is an important lesson all members of your team will benefit from.  

How can you integrate a broader range of perspectives to help you paint a more complete picture of your presence and performance at work?  

How do you stand to benefit from using this approach? 

How would your team stand to benefit and learn from it?  

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1. If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

2.  If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.

Emergent Leaders Newsletter/012/Mastering Communication Touch Points With Your Team: Key Strategies for Leaders to Ensure the Personal, Professional, and Career Growth of Their Team Members

Team members often complain that communication in the workplace is lacking. Emergent leaders on the other hand state they communicate plenty, and struggle to find more time to communicate more. As a result, I’m often asked about how other organizations manage to keep their employees satisfactorily informed, engaged and on track with their projects. Contrary to what many leaders believe, addressing all your team members’ communication needs/concerns doesn’t have to be difficult or complicated. The time you invest in improving communication with and within your team will always pay off. And while there are many other ways to improve communication in the workplace, I have chosen to stick with the three super effective strategies I come across the most with my clients. 

Below I go will go through 3 communication touch points you can adapt and integrate into your workday to improve your perceived communication “score” with your direct reports: 

1) Team huddles (either daily or weekly) 

- some do them weekly, other clients hold them first thing every morning. 

- these are brief, informal and basically serve to set the tone for the week or the day by describing what needs to be completed, and allow for everyone to share where they are at; 

- can improve collaboration between team members;  

- can help break down silos and connect the dots between the work everyone is doing; 

- can provide an opportunity for individuals to ask for help/support; 

- I’ve also seen these used as an opportunity to celebrate wins and/or express gratitude for co-workers; 

2) 1-to-1's (most commonly weekly or bi-weekly)

If you are not in the habit of meeting everyone on your team on a regular basis, you are missing out big time on an opportunity to connect with the members of your team. With practice, most of my clients carry these out in 30 minutes. It takes some getting used to – for both you and your direct reports, but if you are consistent with the structure, the learning curve will be shortened. It is also helpful to inform your direct reports of the structure beforehand so that they can prepare for the meeting. You may also ask your team members for feedback to ensure these 1-to-1’s is at the service of their work. For example, you may ask “How are you finding the format/length of these check-ins?” “How could they be improved?” With time, you’ll all become more efficient at them and will probably be able to shorten the time and structure to best suit both of your needs. 

Below is an example of how a 30-minute 1-to-1 could look like: 

Personal Check-In (5 minutes)  

Begin the meeting by checking in on how your direct report is doing personally, how they're feeling about their work and if they have any concerns or challenges outside of work that might be affecting their performance. Some may open up, others won’t. It’s ok – don't force it. You can also ask questions like: 

• How are you feeling about your workload this week? 

• How are you coping with your workload? 

• Is there anything outside of work that is affecting your ability to focus on work? 

• What can we do to better support you now?  

Progress Check-In (10 minutes)  

This is the time to review progress on current projects or goals, review any upcoming deadlines or deliverables, and discuss any potential roadblocks or issues. You can ask open-ended questions like to encourage more thoughtful discussion: 

• How is the project going? 

• What obstacles or challenges are you facing? 

• What have you tried?  

• What can I/team do to help get you to the finish line? 

Delegation (5 minutes)  

If there are any tasks or responsibilities you want to delegate to your direct report, discuss them here. You can explain the task or responsibility and why you think it's a good fit for them. And probably the most overlooked step here is “painting it done”. What does this project or task need to carry out or look like once completed, in as much detail as you can provide. This isn’t micromanagement because you’re not telling them how to do it, you’re simply being kind by providing them with clarity of what you need upfront. If you can’t describe the final product, you’re not ready to delegate the task nor will you be setting your team member up for success. Take the time to map out a project timeline (include milestones/deliverables with descriptions of what needs to be completed by milestone dates – don't simply give a due date for the final project). You can ask questions like: 

• How would you feel about taking on this task/responsibility? 

• Can you describe for me what you understood from my instructions? (and make any corrections if necessary).   

• What concerns do you have about taking this on? 

• What do you need from me/team for you to be successful with this? 

• What other questions do you have around this project? 

Support (5 minutes)  

This is the time to discuss any resources or supports that your direct report needs to succeed in their role. This might include training, mentorship, or additional tools. You can ask questions like: 

• What is missing for you to feel more confident in your role? 

• What is missing for you to feel more confident about the project you’re working on?

• Are there any areas where you would like more support or guidance? 

Career Development (5 minutes)  

Here, you can discuss any career goals that your direct report has and talk about what steps they can take to achieve those goals. You can ask questions like: 

• What are your short and long-term career goals? 

• What are you currently doing to achieve these goals? 

• What skills or experiences would you like to gain in the next year or two to get you closer to your career aspirations? 

Coaching (5 minutes)  

Finally, this is an opportunity to provide feedback and coaching to help your direct report grow professionally. You can ask questions like: 

• What would you like feedback on? 

• What are some areas/skills you would like to improve upon? 

Overall, this framework provides a balanced approach to ensure your team members feel seen and heard, while also addressing work and long-term development needs in a way that empowers your team members to grow and succeed in their roles. 

While time may feel tight, you can adjust accordingly. Some team members may need more support than others, some weeks may be a little more pressed for time than others due to natural business cycle needs, but the consistency in these meetings is a reassuring contact point for your direct reports and ensures that dialogue is always open with everyone on your team. No one feels left out. No initiative falls through the cracks. 

3) Walk-abouts 

• Help build report with all staff members. Make sure you meet with everyone equally to avoid being perceived as having favorites; 

• Can evolve into coffee or lunch breaks; 

• Create opportunity for casual conversation so that 1-to-1's can be reserved for agenda items; 

• Help grow your network; 

• Grow the breadth of your influence.  

  When inter-personal relationships are actively honed, it not only helps with employee retention and engagement, but it can improve collaboration. As one of my clients put it, “I underestimated how much grace the people I really got to know well at work extend if I mess up or need help.” And he’s not alone in seeing this. When you show that you care about your people and help them succeed, they tend to return the favor – even if you’re the boss. They see you as a human being and want to help the person behind the title.

There you have it! A lot can be accomplished during these communication touchpoints, even reducing the need for focus time interruptions. 

What communication touch point strategies have you practiced with your teams? 

What has it done for the productivity of individual team members and the whole team? 

What challenges are you still experiencing when it comes to communicating with your team? 

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1. If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

2.  If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.