As a strategic leader, knowing your own communication style is extremely important. You are one of the sources of strategic objectives, and the direction, growth and performance of the organization depends greatly on how you engage across the various divisions, functions, groups, teams and individuals. Will you create a compelling vision that others easily get excited to follow? Will you create a solid path forward based on data and business intelligence that others understand and want to support? Do you appeal to the human side with emotional intelligence that encourages people? Do you infuse energy and passion to generate organic motivation? My own communication style is a mix of the interpersonal and the analytical.

- Recognising my strategic communication style has been crucial for my personal growth. - Clarity and consistency in how I express my ideas reflect my learning journey. - Adapting my communication to resonate with others has enhanced my interactions. - Balancing different communication styles has been a significant learning curve. - It's the sharing of my learning in a way that engages others that truly shows progress.

It is likely you've engaged in alot of self-reflection, so plumb the perspectives of others' to figure out the commonalities in how you are perceived. Part of this would be to focus on non-verbal communication-- what are you not saying or what are you saying with your body? This would be especially important when you are tired.

In addition to your communication style, it is important to consider your dominant leadership style. Collaborative, charismatic or interactive. It is recommended to use tests like DISC and MBTI to get to know the person more accurately. Knowing the dominant communication style in the organization between different teams and within the teams helps to know the leadership communication style.

Great leaders aren't confined to one communication approach, they adapt based on the needs of their audience and the situation. Developing the ability to fluidly shift between visionary, analytical, relational, and inspirational styles enhances our effectiveness across diverse contexts and teams. In addition, explore the idea of strategic storytelling, regardless of our style. Incorporating narrative elements that align with our audience's values and experiences can create emotional connections, making our communication more impactful. By combining style awareness with adaptability and storytelling, we can cultivate more meaningful and persuasive interactions.

I see that sharing of insights and feedback not just as a duty but as an opportunity. It’s the way for continuous learning, for myself and for those around me. Every insight or feedback shared is an invitation to explore new perspectives. This openness strengthens our joint ability as a team to create value. By making this exchange of knowledge and experience part of our journey, we all move forward together, equipped with the lessons learned along the way. This collaborative approach to growth, delivers excellence, innovation, and achievements.

As a strategic leader, you are in that wonderful position where you get the best view of the direction of the company, from the CXO, your peers, the board, shareholders, etc. You also have access to industry benchmarks, assessments and reports. You know the financial, market, competitive and customer situation and perspectives. You are part of discussions in shaping the future of the organization. All this is very viral information that is presented and shared appropriately with every level of the organization will drive great energy, ownership and performance.

Create a collaborative learning environment where our team and peers are encouraged to contribute their own insights and feedback in return. This two-way exchange turns learning into a collective experience, fostering a culture of continuous growth and shared knowledge that benefits the entire organization. Share not just what we learned, but how we learned it, including the challenges and setbacks along the way. This approach humanizes our leadership journey, making it relatable and inspiring others to embrace their own learning process. By demonstrating vulnerability and growth, we build deeper connections and encourage others to contribute to the conversation with their own experiences and insights.

One practical approach to showing strategic leadership is by sharing your insights and feedback. For instance, implementing Lean principles in hospital management, as highlighted in “Lean Hospitals” by Mark Graban, demonstrates the practical application of insights and feedback in enhancing operational efficiency. This collaborative and informed approach invites others to engage in a collective journey towards excellence.

A powerful way to communicate your growth as a strategic leader is by sharing the insights and feedback you’ve gained. For me, this means discussing the lessons and ideas I’ve learned from my experiences, whether through success or failure. By openly sharing these reflections and offering constructive feedback, I show that I’m committed to learning and improving. It also encourages others to engage in their own development. Sharing insights doesn’t just highlight your growth—it invites collaboration and positions you as a leader who values continuous improvement and mutual learning.

Adopt a balanced narrative approach where we frame our challenges as learning milestones rather than setbacks. By emphasizing how each challenge contributed to our growth and enhanced our strategic thinking, we demonstrate resilience and the value of continuous improvement, which resonates with teams facing their own hurdles. Share our experiences. Instead of presenting our achievements and challenges in isolation, encourage our team to reflect on similar situations they’ve faced, fostering an open discussion around collective learning. This not only humanizes leadership but also promotes a culture where both success and failure are seen as integral parts of development, encouraging shared accountability and growth.

Strategic leaders are always in the limelight of the organization, consciously or unconsciously. Even if they are not out there being very vocal and the organization is in a stable phase, people are looking at them and up to them. While talk of strategy, execution, business value is all very good, when you showcase your achievements and challenges, you actually "humanize" the process and add realism. People see, listen and understand that the vision is achievable, even if it will involve several difficulties to overcome, collectively and individually. They will learn from your mindset and approach towards accomplishing great outcomes and dealing/coping with and resolving challenges. It will be highly motivating and inspirational.

From my experience both as a speaker and manager, one of the best ways to foster a growth mindset is through storytelling with your own challenges that lead to success or personal learning & growth. The hero’s journey framework is an excellent tool presentations and keynotes, but being authentic and truthful are essential for this to be effective. Also, be prepared to embrace your own vulnerability by sharing personal experiences candidly, as this allows your stories to truly resonate.

In addition to showing victories and showing the connection of victories and successes with learning and growth, it is accepting failures and failures in work projects. Where you have to show that you have learned from failures. Failures are a chart of a leader's decisions, knowledge, and performance, so they are considered a primary reference for analysis, learning, and growth.

To communicate my growth as a strategic leader, I make sure to highlight both my achievements and the challenges I’ve faced. Sharing successes shows the positive impact of my decisions and actions, but I also believe in discussing the obstacles and failures along the way. By doing so, I demonstrate resilience and accountability, showing that I’m not only confident in my strengths but also open about my areas for growth. Acknowledging both achievements and challenges reveals the full picture of my leadership journey and how I continuously evolve through experience.

"Talk is cheap, real cheap,"I say. True communication involves backing up your words with action. If you emphasize the importance of innovation, make sure you're actively promoting an environment that encourages experimentation. I ones had a MD who champions a culture of learning and development. She doesn't just talk the talk, she walks the walk. She allocates budget for employee training, sets aside time for team learning sessions, and actively encourages her team to attend relevant conferences and networking events.

Continuous and consistent alignment between what is asked and promised, and how it is delivered, drives the 3 key organizational attributes critical to the success of any initiative: 1) Respect Here is a leader who walks the talk and is not afraid of vulnerability. I respect that in her. 2) Trust Here is a leader who has no divergence between their promises and their actions to deliver those promises. I can believe and trust him. 3) Commitment Here is a leader who is authentic, transparent and down to earth. I feel comfortable in her leadership. I will commit to support this initiative. Aligning words and actions is the foundation of leadership credibility with people.

Aligning your words and actions is crucial for effectively communicating your learning and growth. This means: Leading by Example: Demonstrating the behaviors and attitudes you expect from your team. Authenticity: Being genuine and transparent about your experiences and lessons learned. Continuous Learning: Acknowledging that learning is an ongoing process and that you are always striving to improve. This shows your commitment to growth.

1. Communicate the rationale behind decisions clearly. This helps in aligning actions with the communicated strategy and goals. 2. Follow through with what you say, and stay accountable. 3. Get training in this to prepare you for times of crisis, because this is hardest then.

As a strategic leader with decades of experience, I've learned that aligning words and actions is foundational to effective leadership. It's not enough to talk about growth and learning; leaders must demonstrate these values through their behavior. This alignment fosters trust and sets a powerful example for others to emulate, creating a culture of accountability and continuous improvement. Remember, your team may read or hear the words, but they will BELIEVE your behaviors.

A key way I communicate my growth as a strategic leader is by actively seeking and offering support. When I seek support, it shows humility and a willingness to learn from others, recognizing that growth often comes from collaboration. Leveraging the knowledge and experience of my network helps me improve. Offering support, on the other hand, demonstrates empathy and generosity. By helping others grow, I not only strengthen my influence as a leader but also create an environment where everyone feels empowered and motivated to reach their potential. Both seeking and offering support reflect a balanced, collaborative leadership style.

The best leaders seek support from those who know more. They also offer support based on a genuine desire to see others succeed. My strategy is to collaborate and empower others to own a process, and an effective means of demonstrating this is to allow someone else to take the lead and be accountable. As a leader, I seek to foster leadership in others. In my experience, it makes teams stronger and drives engagement.

In our curriculum redesign, we made sure to lean on each other for guidance and support. Recognizing the expertise of my team was key, and asking for their input enriched our project and showed humility and teamwork. At the same time, I made sure to mentor junior faculty members, helping them through challenges with empathy and supporting their professional development. This back-and-forth of giving and receiving help not only brought us closer together but also helped us all grow and succeed as a team in the educational community.

One of the main topics in the field of human resources training and development planning, growth and learning at all managerial and operational levels is to examine the most important output of economic organizations, i.e. profit earned in a sustainable manner. Paying attention to the fact that the growth and learning of leaders has a tangible impact on the net profit earned by the organization is an attractive issue.

We are all human; no matter our title, we'll make mistakes. As leaders, we must create a culture of kindness when we become curious, mainly when failures occur. Create safe spaces and show up vulnerable as a leader, but understand that your team will look at you for not all the answers but guard rails and someone they can trust to help get things done. In the NBA, Phil Jackson, who coached Michael Jordan, made mistakes, but even during challenging moments, they looked to the leaders to keep them going. Also, when failures happened, it provided hope for the group that this time would pass + to regroup.