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.

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.

The manager's goal: Smooth, flawless operations.

The leader's goal: Improve the situation. "Up" the game or performance. Increase the value or asset.