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.

Playground politics shape companies

A colleague told me a truly horrific story of an introverted CEO being forced on to the management conference stage with a leather jacket slung over his shoulder to the va va voom of 'Eye of the Tiger' at 90 decibels.
A salutary reminder that matching the appropriate comms style to a leader's personality is critical or can misfire horribly. Who cares what the guy has to say when he's being held up to ridicule? There is a richness in our individual personalities but you need to work with and not against it when comms planning, I once invited a child-psychologist-turned-executive-coach to share his views with a group of internal comms folk. The subject taxing us at the time was the issue of 'visible leadership'. I don't like the phrase but we had a giant employee survey to thank for quipping it and opening it up to misinterpretation. In essence, it was the age old challenge of how we could work with all types of leader to ensure people could see, hear and talk with them more. This is where our behavioural expert stepped in to explain how our personalities are largely formed in early childhood. Imagine, he said, you are looking at a school playground. You can probably see at a glance all the different characters at play - there's the boy who won't share his toys, the girl who is singing and dancing her way to the centre of  attention, someone tussling over the Wendy House, a child trying to get others to join in and, somewhere, there is bound to be a tiny tot in an angry huff!  Sure, you can be coached and trained to a certain extent, but your personality traits largely remain intact as you turn into a 'grown up' business person. Now be honest - who doesn't see themselves or their colleagues in this story?  Over to the wonderful Joyce Grenfell:
http://www.youtube.com/embed/oom2EPuNPv8

The ex PM, her veg and cultural comms

Are you a tough battler, friendly helper or a logical thinker? Do you feel threatened when someone points a finger at you or makes eye contact for longer than what you think is polite?

What's good for you – 12 inches or 3ft (personal space, that is) - and are you intimidated by anyone invading it? Does fear of divine retribution mean you refuse to shake hands with a member of the opposite sex?

Crossing the cultural divide when you are communicating globally needs careful consideration.

I was once told by an international comms guru that at birth we are all 'a ball of pure potential'. It's what happens in the following years which shapes a person's view of the world.

Culture, status, wealth, religion, tradition – even the weather - can all affect how we behave and interact with others. It can be tough negotiating the global multi cultural minefield. When researching this a few years ago I discovered that US companies were at that time losing $2 billion a year because they didn't spend enough time or money preparing their people for foreign assignments. Over 30% of all mergers and acquisitions were failing because of cultural chasms. The same guru outlined some interesting personality traits about different nationalities. Apologies if anyone feels they are an exception! Her view was the Brits can be quite uptight and introspective, the Americans like to be in charge and the French are quite hierarchical and business titles and kudos matter enormously.

Then there are the distinct personality traits – the battlers, thinkers and helpers I have previously mentioned. These idiosyncracies transcend all cultures, but being aware they exist and knowing how to deal with them can make business communication far more effective.

Tough battlers move fast, are very ambitious, like to be in charge but rarely possess many people skills. Former British Prime Minister Margaret Thatcher is a shining example. The following anecdote from a Conservative Party dinner is true...on my dog's life:

Waiter: "Madame, how would you like your steak cooked."

Mrs T: "I'll have it rare."

Waiter: "And the vegetables?"

Mrs T: "They'll have the same as me."

Logical thinkers, on the other hand, love detail, research and won't make any decisions until they have plenty of back-up. Friendly helpers are great listeners, team players and want people to be involved and happy.

Today's communicators have a great deal to think about when faced with the cultural divide. The challenge is to acknowledge the differences between personalities, cultures and countries and work with that insight, not against it.