The Leadership Communication Paradox
You think you are a GREAT communicator. Your employees may beg to differ.
Communication is the lifeblood of effective leadership. Yet, there's a paradox that haunts many leaders: the more they talk, the less they seem to connect. Leaders often pride themselves on their eloquence, their ability to write lengthy emails, and their willingness to share their vision—but employees frequently see things differently. While leaders equate quantity with quality, employees crave something else entirely: genuine, two-way communication.
A Case in Point: The CEO Who Didn’t Listen In 2020, a major corporation faced backlash after its CEO released an internal email addressing employee dissatisfaction during an organizational restructuring. The email was polished and thorough, spanning five pages. It detailed the company’s strategic goals, emphasized the challenges ahead, and urged employees to rally behind the vision.
Yet, employees revolted—not because the email lacked content, but because it missed the mark. It didn’t address their core concerns: job security, workloads, and their voices being overlooked during the decision-making process. Worse, employees had been clamoring for a town hall meeting to discuss these issues, but the CEO dismissed the idea, believing the email sufficed.
This situation highlights the disconnect between what leaders think they are communicating and what employees actually hear.
Why the Disconnect Happens
Talking ≠ Communicating Many leaders conflate saying more with saying something meaningful. Employees don’t want endless words; they want clarity, relevance, and connection.
Failure to Listen True communication is as much about listening as it is about speaking. Many leaders shy away from feedback that challenges their worldview or assumptions, inadvertently silencing their teams.
Underestimating Employees’ Perspectives Leaders sometimes assume their expertise or position means their insights outweigh those of their employees. This assumption leads to one-way communication, where employees feel devalued and unheard.
Practical Tips for Being a Great Leadership Communicator
Start with Questions, Not Answers
Listen to Understand, Not to Respond
Simplify and Clarify
Seek and Act on Feedback
Embrace Vulnerability
Self-Assessment and Reflection for Leaders To truly understand your communication effectiveness, ask yourself—and others—these critical questions:
Self-Reflection
Feedback from Others
Conclusion Being a great communicator isn’t about saying more; it’s about saying what matters and listening to what matters even more. Leaders who master this art not only earn their team’s trust but also unlock their full potential.
The next time you send a lengthy email or deliver a rousing speech, pause and ask yourself: “Am I truly communicating, or just broadcasting?” The answer could transform your leadership—and your organization.
Executive Coach | Author | Founder of Spectra Coaching | Building Feedback-Driven, High-Performing Teams
5moOne-way communication is one of the biggest roadblocks to team effectiveness. In my experience as an executive coach, I’ve seen that leaders who shy away from feedback miss an opportunity to strengthen trust and engagement. Gallup’s research shows that employees who feel heard are 4.6 times more likely to feel empowered to perform their best work. So, two-way feedback should not just be encouraged but celebrated. The most successful leaders I’ve worked with are those who embrace feedback—even when it challenges their assumptions. By doing so, they create open communication and build stronger and more effective teams.