Communicate Like a Leader

Connecting Strategically to Coach, Inspire, and Get Things Done

Dianna Booher (Author)

Publication date: 06/05/2017

Communicate Like a Leader
When it comes to leading, there is a critical difference between communicating as a boss and communicating as a bully. Celebrated communicator Dianna Booher explains why a leader s success depends on knowing how to communicate strategically with audiences in an organization at their level of interest and relevancy.Draw Them In, Don't Drive Them Away!


People often get promoted to leadership positions without knowing how to communicate an inspiring strategic vision to the people who report to them. So they focus on what they know: tactics, not strategy. As a result, they become stuck in micromanagement mode.

Dianna Booher wants to prevent micromanagement
before it happens by providing you with the right leadership communication skills. Grounded in extensive research, this book offers practical guidelines to help professionals think, coach, converse, speak, write, meet, and negotiate strategically to deliver results. In thirty-six brief chapters, Booher shows you how to communicate effectively to audiences up and down the organization so you can fulfill your most essential responsibilities as a leader.

Read more and meet author below

Read An Excerpt

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Overview

When it comes to leading, there is a critical difference between communicating as a boss and communicating as a bully. Celebrated communicator Dianna Booher explains why a leader s success depends on knowing how to communicate strategically with audiences in an organization at their level of interest and relevancy.Draw Them In, Don't Drive Them Away!


People often get promoted to leadership positions without knowing how to communicate an inspiring strategic vision to the people who report to them. So they focus on what they know: tactics, not strategy. As a result, they become stuck in micromanagement mode.

Dianna Booher wants to prevent micromanagement
before it happens by providing you with the right leadership communication skills. Grounded in extensive research, this book offers practical guidelines to help professionals think, coach, converse, speak, write, meet, and negotiate strategically to deliver results. In thirty-six brief chapters, Booher shows you how to communicate effectively to audiences up and down the organization so you can fulfill your most essential responsibilities as a leader.

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Meet the Author


Visit Author Page - Dianna Booher

Dianna Booher works with organizations to help them communicate clearly and with individuals to increase their influence and impact by a strong executive presence.

She is the bestselling author of 47 books, published in 60 foreign-language editions. Her latest books include these:

--Communicate Like a Leader: Connecting Strategically to Coach, Inspire, and Get Things Done (Berrett-Koehler)

--What MORE Can I Say: Why Communication Fails and What to Do About It (Penguin Random House)

--Creating Personal Presence: Look, Talk, Think, and Act Like a Leader (Berrett-Koehler)

--Communicate With Confidence: How to Say It Right the First Time and Every Time (McGraw-Hill)

National media such as Good Morning America, USA Today, the Wall Street Journal, Investor’s Business Daily, Forbes.com, Fast Company, CNN International.com, NPR, Bloomberg, Success, and Entrepreneur have interviewed her for opinions on critical workplace communication issues.

She’s the founder of two communication training companies: Booher Consultants and currently CEO of Booher Research Institute.

Dianna has been earned some of the highest awards and distinctions in the speaking, human capital, and publishing industries:

  • Speaker Hall of Fame  (induction by the National Speakers Association)
  • “21 Top Speakers for the 21st Century” by Successful Meetings magazine
  • “Top Leadership 500” by Leadership Excellence magazine
  • “Top 100 Minds on Personal Development” by Personal Excellence magazine
  •  “Top 30 Global Communication Gurus”
  • “Top 100 Thought Leaders in America” by Leadership Excellence magazine
  • “Best of the Best: Top 25 Business Books of the Decade” by Executive Soundview Summaries
  • Richtopia's 2017 "Top 200 Most Influential Authors in the World"

Clients include IBM, ExxonMobil, Chevron, BP, Pepsico, Lockheed Martin, Raytheon, JPMorgan Chase, Department of the Navy, NASA, and more than one-third of the Fortune 500. She has spoken at international conferences on six continents.

 www.BooherResearch.com  817-283-2333.

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Table of Contents

Contents

Introduction The challenge of leadership communication I
Part 1
Strategic Leadership
Think Long-term investment in people and payoff

chapter 1 Communicating as a leader and as a manager 11
chapter 2 have a ready answer for THIS one key question-- always 15
chapter 3 Make sure the team knows the deliverables 18
chapter 4 Build a Culture of Trust
24
chapter 5 Hire Based on Core Character and Competency
27
chapter 6 Nix Micromanaging and Other Negatives
32
chapter 7
Squelch the Urge to Hoard 36

chapter 8
Guide With Strategic Questions 39
chapter 9
Dislodge Log-Jamming Directives 42
chapter 10
Become a Coach, Not a Critic 45
chapter 11 Give Kudos That Count 49
chapter 12
Fire People to Be Fair 52
chapter 13 Energize Rather Than Demoralize 56
chapter 14
Course-Correct Quickly After Bad Decisions 60
chapter 15
Develop Your People 64
PART 2
STRATEGIC CONVERSATIONS
Connect With Intent
chapter 16 Be Intentional About Your Communication Standards 73
chapter 17 Be a Leader Who Laughs 78

chapter 18
Respond Promptly in the Age of Twitter 83
chapter 19
Learn to Apologize or Pay the Penalty 86
chapter 20
Keep Your Networks Active 89
PART 3
STRATEGIC NEGOTIATIONS
Look for Mutual Opportunities
chapter 21 Determine Your Goals, Value, and Walk-Away Point 97
chapter 22 Adopt Strategic Negotiation Practices 101
chapter 23
Aim to Do the Second Deal 105
PART 4
STRATEGIC SPEAKING
Persuade Minds and Win Hearts
chapter 24 Increase Your Executive Presence 111
chapter 25
Dump Your Data to a Storyline 117
chapter 26 Engage With Great Stories 121
chapter 27 Be Brief or Be Dismissed 128
chapter 28 Prepare for Off-the-Cuff Comments 131
PART 5
STRATEGIC WRITING
Write to the Point
chapter 29 Let Them See How You Think 137

chapter 30
Trust the TA-DA TemplateTM 142

chapter 31
Use Social Media Strategically—Don't Spray Paint 146
PART 6
STRATEGIC MEETINGS
Deliver Results When You Meet
chapter 32 Consider a Meeting Before the Meeting 155
chapter 33
Plug Power Into Your Agenda 157

chapter 34
Make Little Meeting Matters a Big Deal 160
chapter 35
Meet Like You Mean Business 164
chapter 36 Know Your Meeting ROI 169

Next Steps
173
Notes 175
Acknowledgments 179
Bibliography 177
Index 181
About the Author 189
How to Work With Dianna Booher and Booher Research
191

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Excerpt

Communicate Like a Leader

CHAPTER 1

Communicating as a Leader and as a Manager

The people who influence you are the people who believe in you.

HENRY DRUMMOND, 18TH-CENTURY ENGLISH BANKER, AUTHOR, AND MEMBER OF THE BRITISH PARLIAMENT

When my client Mitch visited our office, he had both good news and bad news. “Let me give you the good news first. . . . A couple of partners and I just bought a telecom at a great price—basically a spin-off of the entire division I used to manage.”

“That is great news.” I followed up with several questions and learned that the spin-off he referred to was from a nationally known company that had downsized his entire division.

“The downsizing didn’t sound exactly like good news at the time,” Mitch continued. “But it has turned out that way. That is, if we can make a go of this telecom venture.”

“Well, I’d say you’re off to a good start. Everything sounds like good news so far,” I said.

“Right. . . . Well, here’s the bad news: I’ve placed about 40 to 45 technical experts in leadership roles. Brilliant at their individual jobs—don’t get me wrong. But they’ve had only limited experience as managers. At best, they were supervisors at their old jobs. . . . They have the technical know-how. But now they need to communicate with their peers in other areas, deal with customers and suppliers, and interact with the executive leaders on the new team.”

I nodded, not wanting to interrupt to tell him how common his story sounded.

“They’re communicating at about this level,” Mitch gestured with a wave of his hand about mid-thigh, as if measuring the height of a small child, “and I need them to start thinking and communicating from this perspective.” He repeated the gesture at hairline level.

Our communication consulting firm hears this complaint frequently regarding how staff members deliver executive briefings and write sales proposals.

“If I can give you these people for a few days, can you teach them what they need to know to become real leaders—not just good in their functional roles?”

Music to my ears. I always love hearing someone voice the difference between managing (maintaining the status quo) and leading (improving the status quo).

You may hire a financial advisor to “manage” your money during a great bull market. He or she may help you reorganize your investments: consolidate your accounts from two different organizations into one bank account, project your future income needs for a child’s education or your own retirement, and consolidate your mutual fund investments into fewer families of funds. But after a year, if that person is not increasing the value of your investment portfolio, you’ll probably be looking for a new financial advisor. You want someone who can improve the situation, not simply maintain it.

That distinction between leader and manager may have absolutely nothing to do with position or title. You can lead as a project team member, an association member, a parent, a researcher, a customer, or an assistant.

Consider the nine differences between leaders and maintainers in the following chart.

THE DIFFERENCE BETWEEN
MAINTAINERS AND LEADERS

Managers/Maintainers

Leaders

Have information, facts, or skills. They may even show mastery of a craft, job, or topic.

Have superior reasoning skills and judgment. They know how to apply their information, the facts, or their skills to a specific situation at the right time, in the right way, for the best outcome for all concerned.

Often try to lead people from the simple to the complex.

Most often try to break the complex down to the simple.

Take things apart to analyze.

Put things together to conclude and apply.

Like to do things their way. They tend to place great trust in their own expertise and control. Their thinking seems to follow the old adage: “If it ain’t broke, don’t fix it.”

Like to get input from several trusted sources. They listen with an open mind and weigh facts and ideas before rushing to accept or reject these ideas as valid.

Know when to be abstract to avoid offense, blame, or questions.

Know when an ounce of concrete and specificity is worth a ton of abstraction.

Communicate directly and frequently. These communication habits ensure control of processes and people.

Communicate directly, frequently, consistently, tactfully, and compassionately. These communication habits demonstrate passion, engagement, and concern.

Practice self-discipline and expect their staff to do the same.

Understand why they practice self-discipline and inspire their staff to do the same.

Do things right.

Do the right things.

Always know how to do things.

Always know why to do things.

As you plan strategic communication—whether for a conversation, a briefing, a report, a meeting, or an email—keep in mind these principles: The right timing. A clear conclusion. Specific application to your audience. Simple, tactful, concerned phrasing. The why behind the decision or action. Inspiration. The right thing to do. We’ll dig deeper into all these principles as we move further through the book.

Image The manager’s goal: Smooth, flawless operations.

Image The leader’s goal: Improve the situation. “Up” the game or performance. Increase the value or asset.

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Endorsements

“If you're a micromanager, you need to know it's not just ineffective—it's also the most labor-intensive leadership style. When you read Communicate like a Leader, you'll learn strategic communication skills that will improve your relationship with your people and actually make leading easier. Dianna Booher is the communication guru of the 21st century!”
Ken Blanchard, coauthor of The New One Minute Manager and One Minute Mentoring

“Great leaders are great communicators, as Dianna Booher points out in this smart, useful book. If you want to become a top-notch strategic communicator, you'd do well to heed the advice in its pages.”
Marshall Goldsmith, executive coach, business educator, New York Times bestselling author, and Thinkers50 #1 leadership thinker in the world

“Dianna Booher's brilliant new book, Communicate like a Leader, is the single-best communication guide I have ever read. In it are thirty-six clear, concise, relevant, and practical bits of strategic advice on how to connect with others. No fluff. No wasted words. All substance. I guarantee you that there is something in this book that you can use immediately—and more that you can apply tomorrow and the next day and the next. Buy this right now, read it as soon as you get it, and then put Dianna's expert advice to work for you. You will be very glad that you did.”
Jim Kouzes, coauthor of the bestselling The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University

“Everything they didn't teach you at Harvard Business School—but should have—about leadership communication in the real world of work.”
John Addison, bestselling author; Leadership Editor, Success magazine; and CEO, Addison Leadership Group

“More than a mere treatise on communication, this is an extremely practical and actionable book about becoming a better leader. It happens that leaders do their work by communicating, and Booher provides valuable tactics to use in a wide variety of circumstances. Every reader is guaranteed to take away some useful practices.”
Jack Zenger, CEO, Zenger Folkman, and bestselling coauthor of The Extraordinary Leader and Speed

“Dianna Booher has done it once again. This book is a must-read for anyone seeking clear, practical, and actionable advice.”
Catherine Blades, Senior Vice President, Corporate Communications, Aflac Inc.

Great leaders have one thing in common: they are all great communicators. They have discovered how to convert their keen awareness into ideas that speak to one's emotions and ambitions. They understand that if their message does not take deep root, it will likely make little difference in shaping outcomes. In her newest book,
Communicate like a Leader, Dianna Booher calls upon her vast body of work to create an inspirational playbook for leaders in pursuit of excellence. A must-read for people seeking to propel their career.”
Bill Yancey, Managing Director, Operations, Hilltop Securities Inc.

“Communication and leadership are critical for all success. Dianna Booher is an expert on both fronts and an author of forty-seven books! Learn from her wisdom. Buy this book, read this book, and learn from the very best—I do!”
Dr. Peter Legge, OBC, CSP, CPAE Hall of Fame, CEO and Chairman, Canada Wide Media Limited


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