How can you communicate better with leaders across functions and levels?

A shared vision or goal is of utmost importance when it comes to speaking the same Lang. Shared vision with your Leader Shared vision with your organisation Shared vision with yourself If there is any deviation here then the whole purpose of communication fails. Thus, aligning your professional and personal goals to that of the organisation and leaders is important.

Shared Vision: Define a clear purpose for your communication with fellow leaders. Ensure both parties understand the ultimate goal. Clarity in Objectives: Explicitly state what you intend to achieve through the interaction. Avoid assumptions that might lead to misunderstandings. Mutual Understanding: Discuss and confirm expectations to prevent conflicts arising from divergent agendas. Tangible Outcomes: Identify specific deliverables from the collaboration. This sets a common focus and drives productivity. Metrics for Success: Establish measurable criteria to evaluate progress. Having quantifiable markers ensures accountability. Continuous Alignment: Regularly revisit and reaffirm your goals throughout the collaboration

For any goal to be achieved it has to be aligned with each and every leader or team member because you are not A One man army and need all of them to be on the same platform- identifying, understanding, the essence of the final goal and the methodologies to achieve them. if get aligned then then they would also be able to overcome the challenges that come in the way.

This one's particularly important with clients. I've seen salespeople and teams that forecast the closure of a deal one month out, simply because that is when they would like to close the deal. The client may not even be thinking about signing the deal in that timeframe, nor have the authority to do so. It's best to raise these issues early on, by asking questions about where they are in the buying cycle.

Leadership isn't just about guiding; it's about resonating. The path to effective leadership communication is carved by aligning goals. This isn't solely about convergence in purpose but the harmony of vision. Distinct agendas or expectations can muddle dialogues between leaders. To transcend this, leaders need to delineate and synchronize their objectives. What's the essence of the conversation? What milestones are aspired? How do we chart progress? Alignment in goals is the linchpin that consolidates a united direction for communication, fostering an environment where both parties don't just understand but excel.

Building rapport accelerates when you demonstrate that you can help someone achieve their goals. On the other hand, the moment that someone believes you don't have much to add, rapport will suffer. From a business-wide perspective, If you are in a position of authority, you need to be aware of this dynamic and take action. For example, if there is a particular manager whose reports systematically underachieve, take a closer look at what the manager is doing. It may be that they are damaging morale or just simply do not add value.

Rapport building is a skill which can take you to places. This can only be done if you have an effect on listening skills. To build rapport with anyone be it your leaders or peers or family members you need to listen to them well. Be present in the moment and offer constructive solutions or feedback. Trust and rapport building can only happen when you stand out on your commitment and not just keep saying you will fulfill your commitment. Do More Speak Less is the mantra to follow.

Use your ears & mouth in the same ratio as god gave them to you ;) Listen twice as much as you talk. Communicate better by asking questions, good, deep, probing questions. And then listen. Seek first to understand. Too often leaders are talking, instead of asking questions. Our core job is to grow people. When we listen more, and ask better questions, we also open up other leaders to then be more apt to listen to us when we take our turn to talk. True leaders speak last.

We've all seen companies where different departments with different priorities doing different things are the norm. And in the worst case, departments have conflicting goals. How can you ‘topple’ the silos in your business? Building powerful relationships between leaders is a great place to start. When leaders in different departments construct deep relationships it opens the door for partnership… …On common goals. …For the common good of the business. …To maintain your rapid growth. And that’s what you want. Sounds easy…but usually it’s not. Leaders must learn a new intentionality around building relationships. Relationships that lead to communication and collaboration…and sustainable, rapid growth! And the silos come crashing down!

The single most important element is TRUST, and I understand that the layout wasn't intentional, but TRUST should be at the top of this article as the first thing to consider. I have seen many presenters who hadn't established a level of trust with their audience, regardless of their audiences position on the org chart. And until trust is established it is just talking - not communicating.

Cultural Sensitivity: Recognize the cultural nuances that might influence their communication preferences. Tailor your approach to respect their cultural background, ensuring a respectful and open dialogue. Flexibility in Format: Gauge the leader's preference and provide information accordingly, whether it's bullet points/succinct summaries, or comprehensive reports. Empathy and Emotional Intelligence: Understand their emotional state and react appropriately. If they're stressed, show empathy and provide solutions. If they're enthusiastic, match their energy to build rapport. Clarity and Conciseness: Regardless of style, clarity is key. Present your points succinctly, focusing on what's essential.

In today's dynamic corporate terrain, 'adaptation' is not just evolution, but leadership finesse. As finance navigators, decoding communication nuances is paramount. Direct or diplomatic, concise or comprehensive, the lexicon varies. Yet, the goal remains optimal synergy. Observing, mirroring, and tailoring are more than skills; they're art forms. To bridge financial stratagems to executive visions, mastering this art is indispensable. Adapt your style, and amplify influence.

Active Listening: Tune in to their perspectives. Listen to understand, not just to reply. This nurtures empathy and trust. Feedback Integration: Collaborate by weaving their ideas into your strategies as needed. This fosters inclusion and ownership. Gratitude & Recognition: A heartfelt "thank you" speaks volumes. Acknowledge their contributions, fostering a sense of value. Respectful Receptivity: Embrace diverse views openly. Even if you differ, respect their insights and explain your choices. This forges respect and ongoing dialogue. Learning Mindset: Embrace feedback to evolve. Adapt your communication style based on these insights, promoting growth

In the financial orchestra, every note matters. Feedback isn't just a nicety; it's the pulse of visionary leadership. As we architect growth blueprints, the wisdom of fellow leaders becomes invaluable. To foster innovation, we must actively solicit, respect, and weave in their insights. Feedback fosters refinement; together, we co-create symphonies of success. By seeking input, we not only refine strategy but also nurture a culture of collective brilliance.

For communication across levels to be effective, it should be clear that it is okay to have differing opinions. In medicine, for far too long the "hidden curriculum" has kept us from disagreeing with our superiors and afraid to ask hard questions.

Speak the same language - communicate what you are trying to achieve in the language that resonates with the recipients, including metrics they track and goals they have. This will increase your chances of influencing then and gaining their support.

The underlying factor influencing your communication is your intention. When your intention revolves around making a meaningful contribution and enhancing the conversation, you'll find yourself at ease and in sync with your communication. Cultivating an unwavering sense of respect and positivity towards others is also a valuable intention to uphold while engaging with your peers.

What do you do when you don't know the answer to a question that a leader asks you? It can be daunting to admit you do not know. Here's what you shouldn't do. Don't circle around the question with irrelevant information. That shows you either do not understand the question or you simply want to exasperate the leader : ). And don't lie.. no matter how little the lie.. you'll end up having to tell more lies to cover the initial lie. Be upfront and straight to the point. For example: "I do not have the data to provide an accurate answer at this point. However, I will revert in half an hour with full details and a recommendation." Such an answer shows leadership, integrity and trustworthiness.

One of the biggest failures I have come across in cross-functional communication is simply a lack of availability. Leaders should make regular time for each other not just sync up when something is needed or there’s a fire to put out. This deepens everyone’s understanding of what different functions are working on regularly so as to better understand how functions impact one another. While leaders often have a lot on their plates - especially meetings - this can be as simple as a :15min (weekly/biweekly/monthly) check-in. This intentional approach is especially important for leaders because it sets the tone for their teams to do the same - ultimately driving wider cross-functional collaboration and communication within the organization.

Tailor your message to their expertise and role. Keep messages concise and focused. Highlight how your communication benefits the organization. Listen actively and engage in meaningful conversation. Respect their time and schedule. Support your points with data or examples. Maintain a positive tone.