The Language of Leaders: How Top CEOs Communicate to Inspire, Influence and Achieve Results

288 Pages·2013·2.17 MB·English

by  Kevin Murray

i
Praise for
The Language
of Leaders
“To anyone who aspires to be a good leader of people at any level of an
organization, The Language of Leaders is relevant, insightful, powerful and
very clearly structured. It is the most invaluable book for business leaders.
I wish it had been written years ago.”
Paul Drechsler, Chairman & Ceo, Wates Group
“In an overcrowded field, this is a book about leadership that offers rare insight.
Not only thanks to the wealth of interview material, but also thanks to the
intimate nature of their answers. This is likely to be the result of Murray’s view
that we follow leaders because of how they make us feel.”
City aM
“Communicating effectively is arguably one of the most important challenges
facing any leader. It is also one of the most difficult and it is one for which we
receive relatively little training or preparation in the earlier parts of our career.
We can all draw some helpful learnings and insights from this book. I think it is
going to be widely read – by people at all levels of leadership.”
Paul Polman, Chief executive officer, Unilever
“I started reading this book with a large malt and couldn’t put it down, so it was
the wee small hours before I finished taking in its wisdoms and expertise. This,
left to leaders, is an amazing piece of work.
sir eric Peacock, Company Chairman, Director of UK Trade & investment,
Business Mentor
“I have just read one of the most inspirational leadership books for a long time.
The Language of Leaders by Kevin Murray examines how top chief executives
communicate to inspire, influence and achieve results.”
Caroline shaw, Chief executive, The Christie NHs foundation Trust
“When Kevin Murray introduces you to the findings from his CEO interviews and
decades of practical experience, you begin to realize how much the success of
leaders depends on their ability to manage relationships and to use
communication as a tool to inspire and motivate. He provides lessons for
everyone who is a leader, who strives to become one or who supports leaders.”
rainer ohler, Group Communications Director, eaDs
ii
“Having very carefully read your book, it is unique and refreshingly authentic,
and I anticipate that in time to come it will be an integral, indispensable part of
the ‘education’ of people from all areas of life who want to make a lasting
difference to the people who follow them.”
siva shankar, Corporate finance Director, seGro plc
“I have just finished reading The Language of Leaders and wanted to congratulate
you on an outstanding book and contribution to the development of better
leaders. It is rich with ideas and insights that readers will be able to remember
and implement.”
David Carter, Mentor
“I was utterly fascinated by Kevin Murray’s analysis of the need to make
communication a top skill for leaders. His book has been invaluable. The
‘must-have skills’ for leaders he discusses have certainly struck a chord with
me as I grapple with the challenge of leading an organization of 3,000 staff.”
Heather Munro, Chief executive, London Probation Trust
“If you read the book, you’ll find the content is compelling. Anyone who aspires
to be a better leader will benefit from it.
Jeremy Thompson, Managing Director, Gorkana
iii
The
Language
of Leaders
iv
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v
SECOND EDITION
The
Language
Icon to
of Leaders
come
How top CEOs
communicate to
inspire, influence
and achieve results
Kevin Murray
vi
Publisher’s note
Every possible effort has been made to ensure that the information contained in this book
is accurate at the time of going to press, and the publishers and author cannot accept re-
sponsibility for any errors or omissions, however caused. No responsibility for loss or dam-
age occasioned to any person acting, or refraining from action, as a result of the material in
this publication can be accepted by the editor, the publisher or the author.
First published in Great Britain and the United States in 2012 by Kogan Page Limited
This edition published 2013
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as
permitted under the Copyright, Designs and Patents Act 1988, this publication may only be repro-
duced, stored or transmitted, in any form or by any means, with the prior permission in writing of
the publishers, or in the case of reprographic reproduction in accordance with the terms and li-
cences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent
to the publishers at the undermentioned addresses:
120 Pentonville Road 1518 Walnut Street, Suite 1100 4737/23 Ansari Road
London N1 9JN Philadelphia PA 19102 Daryaganj
United Kingdom USA New Delhi 110002
www.koganpage.com India
© Kevin Murray, 2012, 2013
The right of Kevin Murray to be identified as the author of this work has been asserted by him in
accordance with the Copyright, Designs and Patents Act 1988.
ISBN 978 0 7494 6812 5
E-ISBN 978 0 7494 6813 2
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Murray, Kevin, 1928-
The language of leaders : how top CEOs communicate to inspire, influence and achieve results
/ Kevin Murray. – 2nd Edition.
pages cm
ISBN 978-0-7494-6812-5 – ISBN 978-0-7494-6813-2 (ebk.) 1. Leadership. 2. Chief executive
officers. 3. Communication in management. I. Title.
HD57.7.M868 2013
658.4’5–dc23
2012051523
Typeset by Graphicraft Limited, Hong Kong
Print production managed by Jellyfish
Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY
vii
To my wife, who inspires our family
viii
aBoUT THe aUTHor
Kevin Murray specializes in strategic communication, reputation man­
agement and leadership coaching. He has 40 years of experience in commu­
nications, first as a journalist, then in corporate communications, and now
in consultancy as chairman of The Good Relations Group, which is part of
Chime Communications plc.
For the past three decades, Kevin has been advising the global chairmen
and chief executives (and their leadership teams) of a wide range of organ­
izations. He has provided personal coaching for many of these leaders,
helping them to be more effective communicators.
Previously Kevin was the director of communications for British Airways
and, before that, director of corporate affairs for the United Kingdom
Atomic Energy Authority. He started his career as a crime reporter on The
Star newspaper in Johannesburg, South Africa.
Contents
About the author viii
Contents ix
Preface xv
Thanks xvii
Introduction: communicate
to inspire 1
The leaders interviewed for this book 5
Why you need to be a better communicator if you want
to lead 9
Napoleon’s leadership
legacy 11
The shots that echo through time 11
‘Create leaders everywhere!’ 12
The importance of understanding
the commander’s intent 13
Communication is the glue that binds strategy and delivery together 14
Keep it simple 15
Free people up with a tight framework 16
Stand up for what you believe in 16
Leadership transformed – life in the fishbowl 19
Perpetual communication 19
The questions that really matter 21
The new partnership driving transparency 23
Stories evolve at an incredible pace 25
Internal e­mails can be very public 26
Most leadership communication is not fit for purpose 27
Businesses are like open democracies 28
Leaders must create leaders 29
Radical transparency needs radical thinking 30
The 12 principles of leadership communication 33
ix BMei sysoiounrs ealnf,d b veatltuere s 3344
Future focus 35
Bring the outside in 35
Engage through conversations 36
Audience centricity 36
Listening 36
Point of view 37
CoNTeNTs Stories and anecdotes 37
Signals 38
Prepare properly for public platforms 38
Learn, rehearse, review, improve 38
The fundamentals 41
Learn to be yourself, better 43
What followers want from leaders 44
What do leaders want from the leaders
they hire? 45
Talking from the heart 46
Be visible, be human and be straight 49
To be seen as a hero, you have to be a hero 51
All­round authenticity 51
Have the confidence to be you 52
Know your strengths to be yourself better 53
Preface xv HA ospwr idnog byooaur dg ot oa baoctuiot nid, ean lteifaydinergs hyiopu pr lvaatfluoerms a n5d5 mission? 54
The need for emotion in business 56
Thanks xvii aP framework for leadership rand action, through missiono and values 60v i d e
Values build trust 63
Why people love a motivating mission 64
Employees want a good mission statement 66
Employees need to feel part of the story 67
The need to raise people’s sights 68
Externally, a purpose wider than profit is needed 68
Be an engine of progress for humankind 70
introduction: communicate to inspire 1 IRnevpoulvtaet eiovnersy aotn rei sikn your missio7n2 71
The need for speed and the need to create leaders 73
Three examples of mission and values at work 74
Make sure the values resonate 77
In the public sector, purpose and
values are all­important 78
ParT ONE Why you need to be a better TChoem vmaulunei coaft ev alues 80 the future
to drive the present 82
To talk about the future, you have to be very clear about the future 83
Back to the future, over and over 84
communicator if you want to lead Keep people engaged in the future 85
9 Your future must embrace all stakeholders 87
Four examples of how leaders bring mission, values, vision and goals together 88
Bring to life the customer’s experience 92
Bring the
outside in
and focus on
building relationships
01 Napoleon’s leadership legacy 11 aLnodss t rouf syt our ‘li9ce4nce to operate’ 96
Managing the intangible asset of relationships 97
The virtuous circle in relationships 98
The shots that echo through time 11 TWhaet crhe aol uvta floure tohfe t rruepstu tation ga9p9 100
The three dimensions of trust 100
‘Create leaders everywhere!’ 12 WThhey h leeaaldther ws narenedin tgo o inn jbecuti lmdionrge tcrhuastr acter into th1e0i2r communication 101
How to unlock the value in relationships 103
The importance of understanding the commander’s intent 13 TGuent iynogu irn h taon tdhse dciortuyr t of public 1o0p5inion 104
If need be, actually bring the client in 106
Communication is the glue that binds strategy and delivery Tthhee v ision alive 106 customer experience brings
How to develop quivering antennae 107
together 14 BEuntg awghe at do I do with the insights? 107 and
align through conversations 109
Keep it simple 15 WMhytaht :i ‘sP aeno pelneg aargee odu erm opnlloyy aeses?e t1’ 10 111
Engagement at the heart of strategy 111
Free people up with a tight framework 16 CThheo iicneg, rneodtie cnhtas nogfe e ngagement 111123
Measure and monitor engagement 114
Stand up for what you believe in 16 IDnopnu’tt edqoumalisn abtuey t­hine conversatio1n1 5 116
If communication is so important,
Key points from Chapter 1 18 wCohmerme iusn tihcea tter,a cinoimngm?u nicate, co1m1m7unicate 121
It’s all about them – the need for audience centricity 123
It’s not what you say; it’s what they hear 124
What do you want them to think,
feel and do? 126
Don’t change the message; change the way you deliver it 128
How audience centricity helped to establish Canary Wharf 128
02 Leadership transformed – life in the fishbowl 19 THhoew s ttoor yth oinf kth aeb poruitv yy our audien1c3e0 130
The inspiring
effect of
Perpetual communication 19 lBiset einntienrge sleteadd,e brse respectful and 1b3e 2patient 133
What stops effective listening? 135
The questions that really matter 21 LLiisstteenn wfoirt hs oylouutiro enyse s, ears and h1e3a6rt 136
Why leaders should be passionate about bad news 137
The new partnership driving transparency 23 LWehadener ys ocua nli slitsetne,n y ionu d miffuesrte rnets wpoanyds 113490
The killer questions leaders should ask 141
Stories evolve at an incredible pace 25 GStoanodd listening + a bias to action = ureps ults 142 to stand out –
why you need
Internal e­mails can be very public 26 aU spionign at opfo vinietw o f view to take a s1t4a4nd 146
Why you need an answer that works instantly 147
Most leadership communication is not fit for purpose 27 TWhhea cto mrraokseivs ea egffoeocdt opfo ninott otaf kviinewg ?a stand 114489
The power
Businesses are like open democracies 28 oStfo srtioersi etesl l us g1re5a1t truths 153
Logic gets to the brain, stories get to
Leaders must create leaders 29 tThhee h eart 153 difference between a story and
a narrative 155
Radical transparency needs radical thinking 30 TGhoeo dfo ur types of business stostroiersie s 155 are easy to find and
easy to tell 159
Key points from Chapter 2 32 COhnoe osing the right story simple1 60 story can achieve more than
a volume of rules 161
Watch out for the undermining signals beyond
the words 164
It’s written on your face 166
People watch your body language too 166
When being visible is the message 168
03 The 12 principles of leadership communication 33 MThoed mele tahnei nbge hbaevtwioeuerns tyhoeu l iwnaesn t1 70 169
Symbolic acts send lasting messages 171
Speaking off the cuff 172
Be yourself, better 34 pProperly for public platformrs 174 e p a r e
Get the right training and do the right preparation 176
Mission and values 34 RSiemmpelme mbeers, seavgeersy r wepoeradt ecdo uonfttesn 117778
Top tips for dealing with the media 179
Future focus 35 TChoem emssuenniccea toinf gg oino da pcrreissiesn tatio1n8s 3and speeches 181
And what about the web and social media and Twitter and...? 187
Bring the outside in 35 CLeoanrcnl,u rseiohnea rse1, 9re1view, improve; become fluent in the language of leaders 193
A top­three skill of leadership, yet sadly neglected 195
Strive to be an excellent communicator,
and you will improve results 196
L e a d e r s h i p
in the public sector – is it different? 199
Inspired by (and inspiring about) making
a difference 200
Results of a study on differences in leadership traits 201
More similarities than differences 202
The myths of poor public sector leadership 203
More focus on purpose and values 203
Dealing with the complex relationships 204
The need for collaboration is driving change 205
If you remember nothing else... 207
The tough questions all leaders need
to ask of themselves 212
Are you an inspiring leader and communicator? 212
Your cut out and keep guide to being inspiring 215
The fundamentals 215
M e e t
the leaders interviewed
for this book 217
x Contents
Engage through conversations 36
Audience centricity 36
Listening 36
Point of view 37
Stories and anecdotes 37
Signals 38
Prepare properly for public platforms 38
Learn, rehearse, review, improve 38
ParT TwO The fundamentals 41
04 Learn to be yourself, better 43
What followers want from leaders 44
What do leaders want from the leaders they hire? 45
Talking from the heart 46
Be visible, be human and be straight 49
To be seen as a hero, you have to be a hero 51
All­round authenticity 51
Have the confidence to be you 52
Know your strengths to be yourself better 53
How do you go about identifying your values and mission? 54
A springboard to action, a leadership platform 55
The need for emotion in business 56
Key points from Chapter 4 59
05 Provide a framework for leadership and action,
through mission and values 60
Values build trust 63
Why people love a motivating mission 64
Employees want a good mission statement 66
Employees need to feel part of the story 67
The need to raise people’s sights 68
Externally, a purpose wider than profit is needed 68
Be an engine of progress for humankind 70
Involve everyone in your mission 71
Reputations at risk 72
The need for speed and the need to create leaders 73
Three examples of mission and values at work 74
Make sure the values resonate 77
In the public sector, purpose and values are all­important 78
The value of values 80
Key points from Chapter 5 81