‘What makes a good leader?’ by Sarah Nicholas, Director, January 2012

I chose this article because it features the recent book - ‘The Language of Leaders’ by Kevin Murray’ - which I reviewed in a recent blog.  I previously had reservations about the book’s messages but have to admit that, in the context of a shorter article, it comes over much more effectively.  The conclusion therefore may be that his research is much more credible in the shorter format.  For instance, the smaller number of leaders featured in the article hides the fact that most of those in the book were not exactly household names.

The article starts by confirming Murray’s overall message, that all round communication skills are vital to the modern business leader and this fact is increasingly being recognised by those at the top.  Leaders are now more visible than in previous times - before technology transformed communication media - and today’s more confident and transferable personnel will only accept leaders who govern by consent rather than by autocratic edict.

Another consequence of the transformation of media is the need for increased speed of decision making and response to events.  This causes tension because it increases the need for decisions to be delegated to others who may not have the same communication and leadership qualities.  The answer, according to Murray and those he interviewed, is to create a common sense of values and purpose among the global leadership team so that there are consistent messages and approaches to communication.

The other key requirement - which resonates with our experience at MTP - is the need for more training in softer skills for those at the top.  In our work with the Finance functions of many top companies, the conclusion is that the higher the level, the more the need for training in behavioural skills; yet this is often low in the development priorities of senior financial people.  It is only in the context of business partnering - the increased need for effective cross-functional communication - that this need has been accepted.

This does of course beg the question of how far the softer skills can be trained, particularly if those involved do not easily accept the need.  It is perhaps easier in the areas that Murray advocates from his perspective as a Public Relations specialist - formal presentations of key messages to staff and on public platforms.  It is less easy to develop the skills in more informal situations. 

But the message of the book is clear and well made - that those who do not have good all round communication skills will not last long at the top.  And no amount of business expertise and strategic skills will change that.

Click below to see the original article;

http://www.director.co.uk/MAGAZINE/2012/01_January/what%20makes%20a%20good_leader_65_05.html