How to Lead without Saying a Word (HBR)

Leaders can sometimes communicate more without words than with them. What matters is poise and conviction.

That came to mind as I watched Kevin Bacon’s performance in Taking Chance, an HBO movie based upon Lt. Col. Mike Strobl’s moving account of escorting a slain Marine, Lance Corporal Chase Phelps, to his final resting place in Wyoming. While Bacon has the lead role, it seems he has no more than 10 pages of dialogue to deliver and most of that in one to two sentences at a time. Without the benefit of words we see the compassion he bears for the young Marine, the conflict he undergoes because he is not in combat himself, and the strong bond for service he carries.

What Bacon’s performance reminds us is that a leader need not always use words to convey meaning; non-verbal cues often say more than words can ever do. Unfortunately, too often non-verbal cues are displayed to the wrong effect, that is, to display distraction, disregard or even distaste. Those in charge, especially those in very senior positions, must be careful not only with their words but with their body language. Here are some suggestions.

Relax your facial muscles. I once worked with a talented engineer who had a real affinity for teaching others; it was something he enjoyed doing. But since he was new to his firm, people didn’t know him and when they saw him they would see him in his office with his face scrunched up and seeming very intense. His body language said, “Stay away!” In reality he was deep in concentration but with people he could be engaging. He worked on reminding himself to relax his facial muscles. When he did so, he seemed more approachable, and as such was able to connect better with his new colleagues. (Yes, you can practice relaxing your facial muscles by looking in a mirror. This is not vanity.)

Invite inspection. Ask a trusted colleague to watch your facial expressions and your posture during a meeting, particularly a meeting where there will be intense discussions. If you look bored or irritated, or if you are slumped in your seat looking out the window, you are sending a message that you would rather be elsewhere. If your face bears a severe expression, you may be radiating irritation. Be conscious that people are not only listening to what you say, but how you carry yourself when you say it.

Keep your powder dry. In some cultures, notably Native American and Scandinavian, the person at the top says very little, often speaking last on important issues. Business leaders can also encourage subordinates to speak first and freely; only interject when you have something of real substance to add. When the fur is flying, what gets people’s attention is quiet confidence. Don’t raise your voice. Instead, once you have people’s attention, speak calmly and with conviction. Nothing radiates power like controlled emotions when everyone else is shouting at each other.

Leaders need not walk around with facial expressions that appear “botoxed.” If real issues are at stake, it is wholly appropriate to show some emotion, and not simply with words. A leader is entitled to communicate with authority and vigor, and make it known the urgency of a moment. For example, if a team does not seem to be responding to deadlines, and they have the tools and resources necessary, a pep talk with heat is wholly in order. Such emotion expended for a good cause is a great way to focus attention on important matters at hand.

Of course, you must do it with discretion. I remember a conversation I had with the legendary University of Michigan hockey coach, Red Berenson. He said that if he raised his voice with a freshman, he might cost the kid his confidence. On the other hand, if he didn’t raise Cain occasionally with a senior, that player might lose his concentration. It’s a matter of picking your spots and acting appropriately.

One of the most poignant scenes in Taking Chance is when Bacon’s character eyes the body of the fallen marine in his casket. No one else will see the body, but Bacon feels it is his duty to ensure this young Marine is dressed appropriately for burial. No words are spoken. Bacon’s countenance tells us all we need to know.

First posted on HBR.org on 5/18/2010

VIDEO: Think and Act Positively

How do you motivate yourself?

That’s a question I sometimes get and when I do I like to give a three-word answer: Accentuate the positive! It’s the title of a Harold Arlen-Johnny Mercer tune from the 1940s.

Also consider the maxim that legendary basketball coach John Wooden used to preach: “Do not let what you cannot do interfere with what you can do.”

That simple statement offers such clarity. So often we sabotage ourselves by thinking negatively. We may posit a lofty intention and then we de-loft it when we weigh the obstacles in our path.

Indeed the biggest obstacle may not be a boss or a circumstance — it is ourselves. And so we kill our motivational motor just as it begins to turn over.

Instead, learn to “accentuate the positive.”

First posted on Smartbrief 11.13.15

When You Present, Don’t Preach

Without a trace of irony, the CEO looks straight at the young Ph.D. analyst and says, “Speak as you might to a young child, or a golden retriever. It wasn’t brains that got me here, I assure you.”

That memorable line is from the movie Margin Call, the fictionalized story of the collapse of a Wall Street investment company. The CEO (played by Jeremy Irons) is not being facetious; his tone and manner (seen here on YouTube) reflects exactly what many senior executives want: simple explanations, not in the weeds details. Sadly too many rising executives fail to understand their bosses’ desire quick explanations. And so when they present to their higher ups they believe it is their duty or even their obligation to go on long, too long.

This disconnect arises for one or more of the following reasons: one, they believe they need to show what they know and prove it to everyone; two, they fail to realize that senior managers do not want to know how the sausage is made only that is available; and three, they believe in the law of plenty – if one fact is good; three are better.

You can sum up these failings with a simple statement: when presenting to a senior executive your job is to inform not educate. Executives want information so they can make up their own minds; they don’t need explanations that will be perceived as extraneous and irrelevant. And, very important, they do not want interpretation.

Continue reading here…

First posted on Forbes.com 12.05.15

VIDEO: Truth Will Set You (and Your) People Free

Governance is the challenge that faces every leader. The ability to get things done is management’s role.

The ability to inspire people to get those things done right is a leader’s responsibility. Trust is vital to inspiration.

Mark Twain opined, “If you tell the truth, you don’t have to remember anything.”

This is good advice for anyone seeking to provide backbone to governance and substance to actions that benefit individuals as well as organizations.

First posted on SmartBrief 12.04.2015