Effective executives must engage in upward communication, a two-way process in which communication is initiated by recipient as well as received. 

This helps ensure that the recipient understand what is being communicated - because unless the recipient "hears," communication has not taken place. Information and communication are different. Communication has not taken place unless the emitter is sure that the receiver understands what action is to be taken as a result of, say, a conversation, email or memo. 

The most effective way to ensure that real communication has taken place is to ask the receiver to describe what he or she has heard from the conversation, including the demands for required action, and to make sure it is what the emitter wanted to convey.

Communication is critical for effective leadership. Without communication leaders are unable to share their vision, convince people to follow and to inspire the action that they want people to take. When it comes to leadership communication the motive and intention behind the message it as important as the message itself. Unless leaders are are to emotionally engage with their audience and are seen to be trusted people will be reluctant to follow or take action.

Leaders are constantly being observed and watched. All they say and all they do is constantly being analysed and interpreted. Everything a leader says and every action a leader takes is amplified, assessed and examined. So how do leaders ensure  they send the right messages?  What can leaders do to improve the effectiveness of their communication?

The 7% – 38% – 55% Rule

Research by Professor Albert Mehrabian described in his book entitled “Silent Messages” found the following three elements that contribute to effective face-to-face communication:

55% of the meaning in communicating attitudes and feelings is in the facial expression.
38% of the meaning in communication of attitudes and feelings is in the way that words are said.
7% of the meaning in communication of attitudes and feelings is in the words that are spoken.

As can be seen from the above illustration the majority of meaning in communication comes through the nonverbal elements – tone of voice and body language. Professor Mehrabian’s contention is that effective communication requires that the spoken word, tone of voice and body language be consistent with each other. That when there is inconsistency between these three elements the person receiving the message will tend to rely more on the nonverbal elements – tone of voice and body language – than the verbal elements in determining the meaning of the message. When the verbal and nonverbal elements of a message are incongruent we tend to accept the nonverbal elements as being the real message.

“When actions contradict words, people rely more heavily on actions to infer another’s feelings.” – Albert Mehrabian

For example if a person says “I did not break the glass!” whilst they avoid eye contact, look nervous and constantly look downward, etc. it’s likely that we will believe that the person is lying.

To produce effective and meaningful messages our words, tone of voice and body language all need to support one another. If not people are more likely to interpret the meaning of message based on the our tone of voice and body language rather than the actual words.

This model is useful in that it reminds us of the importance of nonverbal elements – tone of voice and body language – in communication. Whilst the exact percentages may vary when it comes to communicating feelings and attitudes words alone are not sufficient. When interpreting leadership communication people tend to believe it when they see it!

Implications of The 7% – 38% – 55% Rule

Before we unpack the implications of Professor Mehrabian’s findings it’s important to point out that many people have misinterpreted the professor’s findings and use them to support their own ends. The findings are only relevant when people communicate messages that relates to how someone understands the feelings, attitudes and the intent of the message. This is not the case when communicating facts and objective data. The findings describe how the three elements account differently for our liking for the person who is communicating a message concerning their feelings and attitudes – with the nonverbal communication accounting for the biggest impact on how the message is received and understood.

Manage Your Nonverbal Communication

As leaders we need to take a step back and re-examine the way we communicate and the impact of the “7% – 38% – 55% rule”. We need to be aware that the meaning of our communication will be interpreted both by the words we use and in the way that we deliver our words. Unless our words, tone of voice, body language and more broadly our actions align people will walk away conflicted.

As humans we are “meaning making machines” – that is we seek meaning from our relationships and life experiences. Therefore it should come as no surprise the influence that tone of voice and body language has on our interpretation of communication. We are constantly interpreting, assessing and framing that which we hear and see to help us makes sense of life experiences. The audience interprets the messages we send and unless our message is congruent – that is our verbal and nonverbal messages align – we risk our message getting misinterpreted. The audience will interpret the message and it’s meaning to fit with what they see. As leaders we cannot rely on words alone to communicate our motives and intentions. We need to ensure our words, tone of voice, body language and indeed our behaviours are congruent. When our words, tone of voice and body language is out of sync it’s unlikely that the audience will be persuaded by our message. We need to live our message for people to be persuaded.

Everything Communicates

For leaders everything communicates. Everything you say and do as a leader is closely watched and amplified. Leaders are always communicating. They communicate in what they say, their tone of voice, their body language and in how they choose to behave. Example is the most powerful form of communication. Often what we do as leaders speaks so loud that people cannot hear what they’re saying! Leaders are always communicating whether the mean to or not! Leaders are always sending a message.

How you communicate reveals a lot about who you are and what you stand for as a leader. What are you communicating in what you say, how you say it and how you act? Have you taken control of the messages you’re sending? Is your words, tone of voice, body language, actions and your example consistent?

Listen Constantly and Seek Feedback

Leaders constantly seek feedback, they listen to ensure that their message is being received and understood. Leaders listen to see how their message is received and if it’s acted upon. Lack of action means your message was misinterpreted. Leaders are always listening to ensure their message is understood. They constantly seek feedback and do not leave interpretation of the message to chance.

The single biggest problem in communication is the illusion that it has taken place. —George Bernard Shaw

Leaders take responsibility for their communication and always seek to confirm that the audience received their intended message. They listen, seek feedback and make adjustments.

Don’t Say What you Don’t Believe

Tone of voice and body language is a reflection of your emotions and it’s important that it supports the content of your message. Don’t deliver a message that you’re not committed to or that you don’t personally believe. People will pick up any inconstancy between your message and your nonverbal communication. This will undermine your integrity and trust.

Leaders are involved in high stakes communication, encouraging people to take risks to bring about change. Central to this is trust. People need to see that a leader is committed to their message. They look for evidence of that commitment in the leaders words, body language and actions. Only when they’re convinced the leader is committed will they embrace the process of change. Until that time the status quo will remain.

“People don’t care how much you know until they know how much you care.”

A manager of a large organisation refer to his staff when they heard that many of his people where unhappy and considering leaving. Their comment was "why dont they just leave then!" This puzzled me while I thought about both sides of the situation, "Why dont they just leave then?" and "Why dont you care that people are wanting to leaving?"

What is it thats stopping the people from leaving? Pay, conditions, people, comfort-zone, the unknown, habit, the organisation...

And why doesn't the manager care if people are wanting to leave?......

People join a company for many reasons. Perhaps the vision of the organization resonates with them. Or they believe the company holds great opportunities for them. It could be the financial package been offered. Or they admire the company’s leaders. 

But when someone leaves an organization, chances are they have something in common. Their desire to leave and go to “greener pastures” is often motivated by the need to get away from someone.

The reality is that the leader is often the root of this person wanting to leave. The company does not usually do anything negative to them to make them consider leaving. People do…

So what type of people do employers quit?

1. People quit People who devalue them.

We all want to feel appreciated. Regular positive feedback makes people feel appreciated and valued. They feel as if they are contributing to the organization and they have a sense of value. Its impossible to add value to someone we devalue! Find the value n the people who work for you. Praise them for there contribution.

2. People quit people who are untrustworthy.

Trust in a leader is essential if people are going to follow that person over time. People must experience the leader is believable, credible and trustworthy. Trust is established when words and deeds are congruent. People loose trust in their leader when they display the following:
• Acting inconsistently in what they say and what they do.
• Seeking personal gain above sharing gain.
• Withholding information.
• Lying or telling half-truths
• Being closed-minded.

The best way for a leader to maintain trust are:
• Maintain integrity.
• Openly communicate their vision and values.
• Show respect for fellow employees as equal partners.
• Focus on shared goals more than their personal agendas
• Do the right thing regardless of personal risk.
Building and maintaining trust as a leader is a matter of integrity and communication. If you don’t want people to quit you, you need to be consistent, open, and truthful.

3. People quit people who are incompetent.

Everyone wants to feel that their leader can handle the job. Leaders need to inspire confidence, and they do that, not with charisma, but with competence. When leaders are incompetent they take the focus from the vision of the organization and place it on themselves. Productivity declines, moral suffers and positive momentum becomes impossible. People naturally follow leaders stronger than themselves. If this is not the case they quit and find someone else-somewhere else.

4. People quit people who are insecure.

Some leaders desire for power, position and recognition comes out in an obvious display of fear, suspicion, distrust or jealousy. Exceptional leaders develop their people and work themselves out of a job. Insecure leaders don’t train or coach their people to reach their potential and be more successful than they are. If they see someone working to overtake them they see this as a threat. People want to work for leaders who fire them up, not people who put out their fire. They want mentors who will help them reach their potential and succeed.

Start to:
1. Take responsibility for the relationships you have with others.
2. When people leave do an exit interview and discover the reasons why they are leaving. Its always difficult to move forward in darkness.
3. Put a high value on those who work for you. It’s wonderful when people believe in their leader, it more wonderful when a leader believes in the people.
4. Put the 4 H on top of your leadership list.
• Honor
• Honesty
• Humor
• Humility
5. Recognize that your positive emotional health creates a secure environment for people.
6. Nurture peoples passion for personal growth

One of the worst things that can happen to a organization is that it starts to loose its best people. When this happens, don’t blame it on the company, the market, the economy or the competition. Blame it on the leader

Never forget:

People quit people not companies.

•In the absence of good communication and information, rumors will spread and fill the vacuum. 
•Everyone has an opinion. And these opinions are turning into rumors.
•When rumors spread, morale begins to plummet.
•Resentments can build based on false information.

People's perception and thus experience of their environment plays a critical role in their motivation to perform their best. 

1st rule of effective leadership. Communicate regularly on the things that are important to the people who you have in your teams. Comunicate the companies objectives and goals and help each person understand their role in achieving these goals. Make sure you are communicating the companies goals and not your own desires. To many managers let personal preference stand in the way of organisational effectiveness.

Hold regular one on one's, skip levels and team meetings where everyone has a chance to have a say

To many people, the word “selling” implies manipulating, pressuring, cajoling... all the used car salesman stereotypes.

But if you think of “selling” as explaining the logic and benefits of a decision, then everyone—business owner or not—needs sales skills: To convince others an idea makes sense, to show bosses or investors how a project or business will generate a return, to help employees understand the benefits of a new process, etc.

In essence, sales skills are communication skills. Communication skills are critical in any business or career—and you’ll learn more about communication by working in sales than you will anywhere else.

Gaining sales skills will help you win financing, bring in investors, line up distribution deals, land customers—in the early stages of starting a company, everything involves sales.

Understanding the sales process, and how to build long-term customer relationships, is incredibly important regardless of the industry or career you choose. Spending time in a direct sales role is an investment that will pay dividends forever.

Here are a few of the benefits:
You'll learn to negotiate.

Every job involves negotiating: With customers, with vendors and suppliers, even with employees. Salespeople learn to listen, evaluate variables, identify key drivers, overcome objections, and find ways to reach agreement—without burning bridges.
You'll learn to close.

Asking for what you want is difficult for a lot of people. Closing a sale is part art, part science. Getting others to agree with you and follow your direction is also part art and part science. If you want to lead people, you must be able to close. Great salespeople know how to close. Great bosses do too.
You'll learn persistence.

Salespeople hear the word "no" all the time. Over time you'll start to see "no" as a challenge, not as a rejection. And you'll figure out what to do next.
You'll learn self-discipline.

When you work for a big company you can sometimes sleepwalk your way through a day and still get paid. When you work on commission your credo is, "If it is to be, it's up to me." Working in sales is a great way to permanently connect the mental dots between performance and reward.
You'll gain self-confidence.

Working in sales is the perfect cure for shyness. You’ll learn to step forward with confidence, especially under duress or in a crisis.

Still not convinced? Think of it this way: The more intimidating or scary a position in sales sounds, the more you need to take one. You'll gain confidence and self-assurance, and the skills you gain will serve you well for the rest of your business—and personal—life.

So if you’re a would-be entrepreneur, set aside your business plan and work in sales for a year or two. If you’re a struggling entrepreneur, take a part-time sales job. Part of the reason you’re struggling is likely due to poor sales skills.

Successful business owners spend the majority of their time “selling.”

Go learn how to sell.

It’s the best investment you will ever make.

Your core responsibility at work is to deliver the results that truly matter within your organization. However, as a leader, your ability to deliver these results is dependent upon your staff and the way they go about their work. It is therefore critical that you understand how to motivate people.

1. Clarify what you want. Staff need a crystal-clear knowledge of what results you truly care about as well as the actions and attitudes that you want them to display. How do you differentiate between exceptional, average and poor performers in your mind? If staff know the criteria you use to assess their performance, they are more likely to rise to the occasion.
2. Reward people who give you what you want. It is a fundamental tenet of behavioral psychology that people are motivated to repeat behaviors that bring them some form of reward. Not all managers control staff pay levels, but surely you have some degree of control over the distribution of plum assignments and workplace perks. You can also use zero- or low-cost gifts. Of course, not all rewards need to be tangible. People value anything that makes them feel appreciated; a simple “thank you” can work wonders. Regardless of which form of reward you choose, it is essential that you explicitly tie the reward to a specific behavior or achievement and that you only offer these extra rewards to people who deliver what you really want, the way you really want it.
3. Show care and compassion for your staff. Put simply, people like working with managers who care. Showing care and compassion is different than rewarding staff through appreciation in that it is not tied to their attitudes, actions and performance. Caring means making room mentally for taking a genuine interest in your staff and their lives. Caring leaders understand how other people feel and can see the world through others’ eyes. They therefore think to perform small acts of kindness because they aware of other people’s needs as well as their own.  Compassionate leaders go even furtherby acting on that understanding. A common way for leaders to show compassion is through coaching their staff—that is, giving them one-on-one time when it’s requested, listening to their problems and then using questions to help them move forward.
4. Build connections and foster collaboration between staff. Human beings are innately social creatures. Not only do we belong to families, we actively forge a circle of friends and take pride in being a member of a broad range of social groups, from organizations to nations. People like to feel that they belong. You can foster a genuine desire to come to work amongst your staff by nurturing friendships between them and offering opportunities for truly collaborative work. You can use social events to help build a sense of belonging and boost morale. Easy-to-implement examples include: celebrating team members’ birthdays, a weekly tradition of ordering pizza on Fridays or Danish pastries on Wednesdays, attending special sporting or cultural events as a team, supporting a local charity as a team or organizing formal team-building programs.
5. Challenge staff to make a real difference. People like to be challenged to leave their mark on the people around them. Start by giving your staff interesting and challenging work. Increase their autonomy in their daily work, tap into their personal passions and specialist expertise, and delegate entire tasks in which they are responsible for all aspects of meeting a specified goal.
6. Make your decision-making transparent. We all have a natural instinct to protect ourselves from unfair treatment of any kind. As a decision maker, you face the potential pitfall of appearing capricious or preferential. While your decisions cannot always be popular with every party they affect, if your approach to making them is transparent, people will be far more likely to think them fair and reasonable. Over time, this leads to staff feeling safe and secure rather than worried and resentful.

To be an effective manager these days we have to learn how to get things done. Delegating tasks and holding your people accountable is only the start of the process. How do we effectively achieve this?

There are three types of power in most organizations. Each has different outcomes on your effectiveness as a manager.

The first is role power. This is the power the organization formally grants you over those who report to you. Expertise power is the ability to influence others by being smarter or more knowledgeable than others. Finally there is relationship power, or the ability to influence others based on a personal/professional relationship usually developed over time.

To many managers today rely on role power. This is the least effective of the three powers. This only works when you are seeking to avoid failure opposed to seeking success. In today’s working environment this is a dangerous place for a manger or sales professional to be. Role power is best relegated to those places where processes specifically call for it.

The greater your expertise power and/or relationship power, the greater the possibility of an effective outcome on a delegated task.

Rather than telling, try asking. The persuasive part of asking is the ask itself. It’s far more effective to ask your associate to do what you need them to do. Further to that, you ask when they can do it, rather than imposing your own deadline. The way to persuade others in not to convince them with data and tell them about your needs, but rather by asking them for their help.

When asking for a commitment on a task, be nice. Don’t get mad and imply threats, don’t let your “Role power” creep into the discussion. Ask without stress or tension and smile. Once a commitment is agreed upon, say Thanks You and confirm the commitment and deadline.