To Sound Like a Leader, Consider What You Say, When You Say It, and How You Say It

Photo by Anna Samoylova on Unsplash

Whether you are an assistant manager or a senior executive, your strategic leadership potential hinges on what you say, how you say it, when you say it, to whom you say it, and whether you say it in the appropriate context. This executive voice is more about your strategic instincts than your performance. Awareness of context and the signals you give in your regular interactions and conversations. Developing an executive voice can be the difference between communication and leadership success and failure.

These recommendations will assist you in incorporating a more strategic executive voice into your leadership toolset. You may prevent uncomfortable situations by first comprehending the context of the conversation, meeting, or argument and determining your expected role in advance. The dreadful “deer in the headlights” feeling that accompanies making an uninformed proposal or expressing an unaligned perspective.

If you are the subject matter expert on the issue, people will most likely expect you to preside over the meeting and make the choices that need to be made. If you are one of a handful of CEOs who could have some insight, rather than keeping quiet about it, share your point of view and help others recognize the connections between the events. Throughout a meeting, your communication responsibilities consist of observing and listening if you are an observer and you are not expected to be called on to speak at any point during the meeting.

Second, be visionary by adopting a business viewpoint that places greater importance on the organization as a whole than on your own role. They help identify the sources of change and guide individual decision-making. Corporate initiatives and assembling puzzles for others Demonstrate how your actions have affected those at the table, your staff, and the business as a whole.

Next, build strategic connections by reaching out to at least one person each week who is not part of your immediate team or functional area. Determine their position within the organization, their goals and issues, and how you can help them as a strategic business partner. Interacting with senior leaders and executives will offer you insight into the organization’s aims, changes, and top priorities; it will also assist you in avoiding tedious duties and providing solutions.

Bringing more than just difficulties to the table with a strong executive voice necessitates a focus on solutions rather than merely pointing fingers at difficult obstacles. Examine the circumstances even if you don’t have the right answer, you must exhibit your capacity to think creatively and keep your cool while everyone else is losing theirs.

You will be more intelligent and authoritative in your leadership. Acknowledging and recognizing personal difficulties with your executive voice may be unsettling, but by making the required changes to your participation approach, you may avoid flying blind and begin engaging more effectively in all situations.



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