Align leaders' actions and words

Actions speak louder than words is a phrase that is never more true than in a corporate context. Carol Kinsey Goman speaks wisely about the importance of leaders matching their behaviour with the words coming out of their mouth if they really want people to believe in them, what they have to say, and act on it.

As communicators I think we are in a unique position to observe this more than many folk in the business, particularly when coaching managers on how to have the most fruitful and inspiring conversations with their teams.

There's no doubt it can be very hard work.

I recall many instances, my own and gleaned from colleagues, about leaders with a genuine want to engage people but who failed to realise that their own behaviour was going to be the main barrier.

• The financial services company whose executive team wanted more 'openness' including open plan offices but who swiftly installed glass cubicles and wooden doors so you could see them but couldn't hear them.

• The bankers who did get rid of their private dining room but carried on having their lunch delivered to their offices on silver domed platters - a daily ritual watched with incredulity by employees who had just seen 25% of their colleagues axed in the name of cost-cutting.

• Or the very genuine but nervous boss who turned up for a factory team building event dressed in a very expensive Italian suit and Rolex and couldn't understand why no-one could relax.

An important part of our role is to help leaders at all levels avoid the pitfalls of non-verbal communication which is just as important, if not more, as the verbal kind. But to have that conversation in the first place you need to be in a position of trust. To get there means understanding what you need to do to add the most value to the business and getting on with it.

Recounting these sorts of anecdotes also helps and I welcome more for the collection plus tips on how you've addressed it.