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The Leadership Message: 4-Is Cheat Sheet by

message     leadership     4is

Introd­uction

Leadership messages must commun­icate inform­ation as well as open the door for partic­ipation by the listener. As such, the leadership message must do four things.

When a leader info­rms his or her people, invo­lves others in the effort, igni­tes ideas about what is to be done, and invi­tes people to partic­ipate in the process, that leader gains support for his or her ideas and makes the process of achieving results possible. Also, the leader builds greater levels of trust, the bond upon which all leadership must be grounded.

All four elements need not be apparent in every message. Sometimes the leader's message is simply an update. Other times it's a call to action or an invitation to do something. But over the course of a leader's tenure, the success of leadership commun­ica­tions depends upon including these four elements.

Inform

Inform people of what the issues are and what they need to do. Leaders owe their people an explan­ation of the situation, whether the news is good or bad. Good examples of leaders who kept their people informed are Jack Welch of General Electric and Rich Teerlink of Harley- Davidson; both of these CEOs let people know what was going on in the business as well as attending and partic­ipating in events where stakeh­olders and other people voiced their ideas. Both men also spent time listening to customers, which meant that they were personally informed about issues, and that when it came time to commun­icate intern­ally, they did so from a credible platform of knowledge. Also keep in mind that even when there is no news, leaders need to be seen and heard freque­ntly. Absence in this case does not make the heart grow fonder, it gives rise to gossip.

Involve

Involve others by soliciting their input. Herb Kelleher, founder of Southwest Airlines, was a master of getting other people involved. By traveling around on his airline, he met and mingled with employees at all levels of the organi­zation, from executives to ticket agents and baggage handlers. His openness shattered the imaginary barrier between boss and employee, and in so doing invited people to raise issues and offer sugges­tions. Add to this the fact that Southwest Airlines is employee owned, and you have a successful model for involv­ement because employees have a stake in the enterp­rise.
 

Leadership Messages

Four-step model inspired from points in Nick Morgan, "How Effective Leaders Commun­ica­te,­" Harvard Management Commun­ica­tions Letter, September 2002, synops­izing four points of a commun­ica­tions model (empat­hize, engage, educate, enlist) from James Wanless, Intuition @ Work & at Home and at Play (York Beach, Me.: Red Wheel/­Wei­sner, 2002).

Ignite

Ignite people's imagin­ations about what they can do to make things better for themselves and their organi­zat­ions. Imagin­ation is a powerful mental tool. Consider the example of Mohandas Gandhi in the indepe­ndence movement in India. Gandhi's words and example, coupled with the charisma that sprang from his commitment and simpli­city, rallied a nation to think about the possib­ility of becoming indepe­ndent from Britain. While many thousands of leaders in every region of the subcon­tinent made separation possible, it was Gandhi who lit the flame and stoked it by words and example.

Invite

Invite people to partic­ipate in the enterp­rise, whether it be the fulfil­lment of a goal or the transf­orm­ation of a culture. Leaders who talk about what people can do for themselves and by themselves are leaders who understand their role as inspiring action or change. Joe Torre never batted, fielded, or pitched for his Yankee champi­onship teams, yet he was the one who invited superstars and other players to play together as a team in order to win. His invitation made players of all abilities feel that they could contri­bute, and as a result, they did. Other successful coaches do the same thing, and in the process create win-win situat­ions: a win on the scoreboard and a win for the collective psyche of the team.

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