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• They need to be emotionally honest.  For all the talk of authenticity these days, I don’t hear many people speak to the emotional component of what it means to be authentic.  Leaders who understand vulnerability as strength know how to share their fears, concerns, excitement, doubt, curiosity, etc. in a way that helps people relate to them and commit their discretionary emotional energy to the work that needs to be accomplished.  Many leaders would do well to exchange the hero's face that they hide behind when the going gets tough for a more human face that helps employees know their bosses really can relate to their concerns.
  
  
• They need to include a brief, realistic assessment of current circumstances and keep people primarily focused on the future.  This is where we think creatively about what’s possible and then make bold declaration about how we will move mountains to realize greatness.  (Think JFK’s call to put a man on the moon by the end of the 1960s.)
  
  
• They need to inspire.  My favorite distinction for managers and leaders comes to mind here: managers keep people on the path.  Leaders take people where there is no path.  Other people will follow us through the wilds of the jungle when they know deeply that we respect them and trust that we are looking out for their best interests.  Employees and other stakeholders reach these conclusions by observing our actions and experiencing our honesty in conversation.   Socially, emotionally, and spiritually intelligent leaders stand out from the rest for their ability to inspire this type of trust and committed followership.

At The Field Consulting, we offer a range of services to help you develop your capacity for leadership conversations.  These include seminars on communicating in difficult situations; process facilitation; and leadership / executive coaching.  Please contact us to learn more about how your organization can develop a culture wherein leadership conversations are the norm in any economic environment.

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