Communicating Leadership... In Good Times and Bad

I thought this was a bit of a difficult question to answer because when I think of a strong and effective leader and what makes him or her a good communicator, a number of people came to mind. Additionally, these people tend to stand out as leaders who are able to “rise to the occasion” in a range of circumstances, which may not be how a person responds consistently in all cases. In other words, some people demonstrate stronger leadership and communication skills in certain contexts over others. It is important to think about and learn from what one’s strengths and limitations may be in a range of situations.

For example, in the book, “Great Communication Secrets of Great Leaders,” what really resonated with me was the chapter about former Mayor Rudy Giuliani in the wake of 9/11 and his ability to “lead with hope,” despite what would likely become the most challenging moment of his career and of his life. It goes on to discuss how Giuliani was able to stand as the “de facto leader of the nation” when the President and Vice President were kept away from public view shortly after the 9/11 attacks.

In these moments, Giuliani ensured that he was “on the ground,” in fact, quite literally, “ground zero,” and that he was visible to New Yorkers and to the American public despite the chaos and danger and tragedy all around him. What’s more, he was able to attribute his own strength, to the strength of others and says, “

eople will ask me where do I get my strength? Well, it’s really simple. ….[M]y strength and energy comes entirely from the people of New York…” This statement not only calls attention to the fact that no leader can truly “go it alone” but it acknowledges Giuliani’s ability to connect with something larger than himself—that is, humanity—and to inspire others.

The main communication lessons of this chapter that left an impression with me are being able to: lead from the front; show the human side; give in to a bit of levity and laughter; and most importantly, being able to live your message.

One aspect of Giuliani’s style that I will try to employ in my own communication style is to remember that it is not always possible, nor in the best interest of self, others, or the larger organization, to “go it alone” and that there is real strength and hope for change or progress when a leader actively seeks, processes, communicates, and takes action by integrating and recognizing the perspectives, ideas and support of others.