“What do you think employees wish you would do better?” I asked a group of managers.

“Communicate!” came the resounding response.

Even if we communicated at warp speed, we would not meet everyone’s expectations; but improved relationships can help.  

 A former president at my institution of more than 2,000 employees was known as an excellent communicator.  Under this president’s leadership, faculty, and staff alike judged communications to be very good.  The president was seen as a good communicator because he built genuine, personal relationships with hundreds of individuals.  As a staff member commented, “When the president stops me on campus and sincerely asks how my bird dogs are doing, I can assure you that I don’t think of him as a poor communicator.”

Good communicators, of course, have integrity; but they are also warm, friendly, open and supportive.  They are sincerely interested in others’ passions, family lives, worries and joys.  And they do this without prying. 

During intense, complex challenges, leaders need the team members to “cut them a little slack,” to trust them more, to avoid second-guessing and speculating, and to maintain confidence when clouds darken.  Effective communication is much more than accurately disseminating facts.  Trusting and supportive relationships drive out speculation and rumor.  This occurs when leaders personalize their relationships in unique and meaningful ways.