The Leadership Sociology of How we Speak and Act
Alright, leadership sociology. What a fun phrase. What does it mean though? Good question. Let’s reset the last installment, and then we will get into that question.
In the last installment in the Leaders Series, The Leadership Series Part 2: Why Developing the Self is Always the First Step in Leadership, we began a discussion of four concepts important to leadership, which are thinking, feeling, speaking, and action. Then, in the last installment we elaborated on two of them. Namely, thinking and feeling.
Now, in this article, we will discuss the latter two, speaking and acting. Ready? Good. Here we go.
Sociology is basically the study of group behavior. And, what do you have in groups? Yep, people. So, the study of people within context is super important. And, in fact, that’s one part of what we are doing in this series; and, we are doing so from a leadership lens.
When we reflect upon how we think and feel, we will ultimately get to a place where we are also considering how we speak, and then take action. All of these concepts are important to being, and becoming, an effective leader. Hm. When I write about effective leadership, what do you think of?
Well, in this context, I mean, a leader that understands themselves, first. Understanding yourself, who you are as a human being, is always the first step in becoming an effective leader. Why?
Because everything we do starts with us. Really. If we don’t understand why we think as we do, why we feel as we do, or speak and act as we do, we can never understand how the people we lead think, feel, speak, and act. Not possible.
However, when we are self-aware, we understand ourselves, and then? We understand the people we surround ourselves with, including our teams. Alright. Now, let’s discuss speaking and acting.
When I use the phrase, speaking, I mean it in the literal sense of the word. How we use our words when we speak is important, as words and language, are very powerful. Speaking in this sense may be in actual verbal form, or in written form. Both are important.
In the article, 4 Reasons Why Language is Power, I discuss in some detail why language is powerful. For the purposes of this discussion, it is enough to know that our integrity is tied to how we speak. And, there are a few things we can use to measure our speech.
Here are a few.
- Why are you saying it?
- What are you saying?
- How are you saying it?
- When will you say it?
- Whom will you say it to?
- Where will you say it?
This may seem basic, and yet, to become more aware of how our speech impacts others, we must inquire into the why, what, when, how, whom, and where of our language.
There are several ways we can practice measuring our speech. Here are a few techniques I use.
- Write rough drafts – it is important to set out on paper, for me at least, the what and why first about my communications. It gives me a chance to print out the communication, and look at it from a different vantage point. I will also edit from paper.
- Email rough drafts – I always write my emails in advance, and will schedule them for a time in the near future. Sometimes that’s the next day, sometimes the next week. Depends. This tactic gives me time to reflect upon the communication some more. I have often when back and reworked an email that has already been scheduled.
- Whiteboard work – when I am unsure about the when, whom, and where, I often do whiteboard work about the communication. Well, actually, I often do whiteboard work about most of my communications. It is helpful to see my ideas up on a board, reflect on them, rework them, and then, send. Important and helpful.
- Get feedback – another strategy I use is asking coworkers for advice and feedback on my communications. As I’ve mentioned before, I am leading a statewide conversation about noncredit education, and when I have to communicate something clearly to this large group, I’ll get several people to weigh in and provide me feedback. They always see something I didn’t. Super helpful.
Another viable and valid strategy is to hold off on writing or speaking your communication until you are clear. I have actually cancelled team meetings before when the communication I needed to make to the team was just not clear enough for me.
It is much more important to have a high-quality communication that is clear, than a communication that may cause confusion.
Creating and delivering clear communication takes practice. And, that’s okay. We all need time to practice, and believe me, practicing your communication is a worthwhile endeavor. You will find that you will need to communicate less often, when you take more time to communicate clearly.
In leadership, the actions we take, combined with the language we use, really do define our leadership. When I worked in the private sector, my supervisor once said something like “you do a very good job displaying sweat equity.”
I was very young at the time, so I had to ask what it was that he meant.
Sweat equity simply means that you are willing, and do when needed, take any action that you ask a team member to take. Simple.
One of the first things I did in my current role was to learn everyone else’s role. Why? Because it gave me tremendous information about their work, who they were as a human being, and it also provided a context for me to learn about the businesses. Very important.
Here is how I currently organize my actions.
- Calendar – people often say something like, “if it’s not on my calendar, then it doesn’t exist,” and, for me, this is a truth. I work on my calendar three months in advance, and have it also scheduled that far in advance. Meaning, that I have sight into, and am actively, creating future contexts for myself and the team. Helpful.
- Basecamp – an average project management system, yet the one we have today; and, it works very well to hold information for the team. We have lots of projects running concurrently, so having a single place to hold our next actions is important.
- Franklin Planner – a tool I started using last year, and it helps fill the gaps between larger pieces of work and my calendar. I will typically use the planner for tasks related to the larger projects.
And, of course, I use post-its like many people, and whiteboards to help generate and create the thinking related to all of the aforementioned.
The language we use, and the actions we take say, well, really everything about our leadership.
For instance, if we speak about creating a future reality that is inspirational and gets people excited, yet there is no action, there is an incongruence that will leave people confused about the team’s directions.
Conversely, if we act and begin to create a future reality that is inspirational and has the potential to get people excited, yet there is no speaking about this newly created reality, again, there will be confusion about the team’s direction.
You may be asking, how do you know these things?
Well, like most things I write about, I’ve lived through them; and, our team has grown through them, and is stronger today for doing so.
Now, once you are in action, and your team is moving, it is important to keep the momentum going. Steve Jobs said something about this concept; and, alas, I cannot find it anywhere. It might have been in the book I read recently, Steve Jobs, by Walter Isaacson.
Anway, the gist of it? If you are not continuing to innovate, which to me speaks of being in action and creating traction for yourself and your team, your business is already dead.
We must continue to move ourselves and our teams forward. And, that takes clear communication and decisive action.
Alright, we’ve now completed the first 2.5 installments in the Leadership Series. And, just the other day, as I was preparing for this installment, it occured to me that there are two other concepts important to developing yourself as a human being and as a leader. And, they are?
Hearing and Seeing.
Both are important aspects to leadership, and all of life in general, and we will cover them in the next leadership installment.
Remember, becoming a leader means first leading from within. Understanding the why, what, how, when, whom, and where of how we think, feel, speak, and act. Once we understand our thinking, feelings, speech, and actions, we can more appropriately and effectively lead ourselves, and our teams into action and eventual traction.