Get real! The four signposts of authentic communication
Authenticity is all the rage these days. And it’s getting the attention because of trust – or, rather, the lack of it. The corrosive cynicism created by institutional mistakes, misrepresentation and malfeasance has raised the threshold of believability among consumers and employees alike. That’s a particular problem when leaders need to communicate change, which requires a solid foundation of trust to succeed – and authenticity is key to building that foundation.
If you’re a leader trying to communicate authentically, think about how your message is likely to land with its intended audience: Will they believe what you say? Will they see your words as consistent with your deeds? Do they have confidence in your integrity? If not, your efforts to shape hearts and minds may fall short. Here are four considerations for leaders looking to crank up their credibility.
What you say. Words matter. All too often, leaders filter their bona fides through a slick sheen of impenetrable corporate jargon. This is self-defeating because buzzwords are the antithesis of authenticity; they put a barrier between you and your audience. So, give it to them straight and get to the point, as quickly as possible. The litmus test should be whether you can deliver your message effectively – simply, clearly, personally – to a stranger at a party or to your intelligent 16-year-old. And it goes without saying that what you say should be the (verifiable) truth.
How you say it. As much as to the words you choose, people will respond (or not) to how you deliver them, that is, your non-verbal cues like body language, tone and eye contact. This is even more challenging with written messages, which – adorable emojis notwithstanding – make nuance and emotion more difficult to convey. Communicating in writing also prevents you from reading your audience and answering their questions on the fly, which is why change-related messages, in particular – often highly charged – are best delivered in real time.
What you do. There’s a popular concept in business called the “say-do gap,” which is all about walking the talk. Your message may be spot-on and your delivery impeccable, but if they don’t sync up with your actions, or those of your company, then your credibility will be shot. Trust comes from aligning words and deeds. For example, if you’re preaching the virtues of collaboration across an organization, but all of your rewards and incentives focus on individual achievement, that’s a disconnect – and people will tend to believe what they see more than what you say.
Who you are. Authenticity and believability are in the eye of the beholder – and often that comes down to choosing the right messenger to deliver the message. A recent article in The New York Times, about Boeing’s efforts to rebuild trust after the 737 MAX fiasco, cited representatives from the airline industry questioning whether CEO Phillip Muilenburg was the most convincing spokesperson to reaffirm the safety of the aircraft, rather than pilots themselves. The lesson here is that, before you speak or hit “send,” take a moment to assess if you’re the most credible messenger – to this audience, on this topic.
The goal of authentic communication is to generate trust – and trust is both an emotional and a rational choice. When people – those who work for you, buy your products or invest in your business – trust you, they’re both allowing themselves to be vulnerable and they’re making a cost-benefit decision about the value of your relationship. That’s why it’s so important to have the right message, delivered effectively and by the best messenger, all reinforced by the actions you take. The payoff, whether in the form of engaged employees, satisfied customers or committed investors, is what will sustain your business for the long-term. What better legacy for a successful leader?