Good communication is essential to effective leadership. In this Splash Insights article, we tell you why, and how you can be a good communicator…

 

The Problem 

 

Communicating well is essential for effective leadership. But new research suggests we’re not that good at it.  

This is a problem because good communication and rapport between managers and employees leads to better engaged teams, and highly engaged teams perform dramatically better than low engaged teams1. 

The upside is that implementing a few simple considerations, outlined below, can vastly improve our communication skills, improving relations and unlocking a swathe of benefits to people and performance. 

 

The Evidence 

 

Startling responses from employees surveyed by American multinational strategy and management consulting firm, McKinsey & Company, revealed that: 

 

• 56% said their leaders were “mildly or highly” toxic. 

• 75% said that their boss was the most stressful part of their day. 

• 25% said their leaders inspired them. 

 

These revelations are documented in the firm’s book about effective leadership, ‘The Journey of Leadership’, published last year. The stats provide the impetus for the authors’ assertion that for leaders to become more connected to their teams, they need to first, connect with themselves. 

 

This apparent disconnect and resentment felt by employees towards their bosses is reinforced by our research2 conducted in the last quarter of 2024 which revealed a ‘perception gap’ between C-suite and more junior roles. In our survey – about whether people felt their company operationalised purpose – there was an average gap of 16% in the responses given by C-Suite and the junior levels. 

 

In some instances, there was a huge 40% difference in opinion, revealing a disconnect between leaders and employees, a misalignment which represents a missed opportunity, one that could drive engagement, growth and long-term success. 

 

Communication is an essential component of a Splash Project because they rely upon teamwork and the participants talking to and listening to one another. It’s quite simple; the better the communication, the more effective the team, which gets to experience the process and witness tangible results. 

 

Why it matters 

 

Good communication is a cornerstone of effective leadership because it enables leaders to build trust and connect with their teams, motivate them and inspire action.  

 

Without it, even the best strategies and intentions can fail to yield results; great ideas and theoretical ideals can’t be put into practice unless everyone understands what they’re doing and why.  

 

Here are key aspects of how good communication is essential for effective leadership to promote morale, motivation and high performance: 

 

1. Clarity of vision and goals

 

A clear vision and set of objectives enable individuals and teams to understand the purpose  

behind their work and align their efforts toward common goals. 

 

2. Building trust

 

Transparent and honest communication fosters trust between leaders and their teams. When  

leaders are open and approachable employees are more likely to feel understood and valued. 

 

3. Motivation and inspiration

 

Good communication can motivate and inspire. By acknowledging achievements and expressing  

enthusiasm, leaders can empower and encourage others to overcome challenges and fulfil their  

potential. 

 

4. Collaboration and teamwork

 

When people collaborate and come together, a sense of teamwork helps in resolving conflicts,  

fostering inclusivity and promoting a culture of cooperation. 

 

5. Feedback and growth

 

Two-way communication – giving constructive feedback and being open to receiving input – fosters  

growth, both individually and organisationally. 

 

6. Crisis management

 

During challenges, clear and empathetic communication is vital to maintaining morale, addressing 

concerns and guiding teams through uncertainty. 

 

7. Cultural influence

 

Organisational culture is shaped through the communication of values, priorities, and  

expectations. Consistent communication reinforces desired behaviors and attitudes. 

 

How to be a good communicator 

 

So, what can you do to be a better communicator and a better leader?  

 

The Journey of Leadership, which champions the values of a ‘human-centric leadership approach focused on individual and collective transformation’ suggests a dovetailed approach.  

 

Firstly, good leaders should apply some introspection and foster the following set of behaviours which focus on the leader themself: 

 

1. Humility – a willingness to acknowledge that you’re not the smartest in the room. 

 

1. Confidence – a conscious choice to believe that you really do belong here. 

 

1. Selflessness – acknowledging that you can stop trying to prove yourself. 

 

1. Vulnerability – take permission to be yourself and share your story. 

 

1. Resilience – bounce forward after failure. 

 

1. Versatility – be agile in times of unparalleled uncertainty and disruption. 

 

From these established qualities come a further set of behaviours focused on leading teams: 

 

1. Inspire boldness – overcome your own fear of failure and inspire others to take on the challenge with you. 

 

1. Empower people – find the balance between control and letting people have the freedom and agency to make mistakes. 

 

1. Embed purpose – be clear about your own purpose and that of the institution you lead. 

 

1. Encourage truth telling – after identifying your own triggers, help your team recognise and manage theirs to mitigate negative behaviours. 

 

1. Adopt fearless learning – allow and expect your team to make mistakes in order to learn; your job is to have a contingency plan to recover from them. 

 

1. Instil empathy – learn to balance caring and candour; it’s vital to show people you care, even when delivering hard messages. 

 

If you are looking for ways to improve communication among your team, please get in touch for more information, or a discussion about how our tailor-made programmes could help: [email protected] 

 

 

Final Word 

 

Leaders have a responsibility to do their best for their organisation, which probably entails fulfilling core business growth objectives and KPIs, none of which can be achieved alone: cue, good communication. Because, while the leader may be the driver, a loyal team is the engine of a successful operation.  

 

With good communication at the heart of effective leadership, leaders should waste no time in getting to grips with the key elements listed in the ‘how’ section, so they can get the best out of their teams. 

 

Splash Projects expedite this process: while the highly effective human-centric approach to improving communication, outlined in this article, is played out in every Splash Project, it is done so through experiential learning, which (as we will explore in a subsequent article) not only enhances engagement, motivation and critical thinking3 but allows people to see and feel the benefits for themselves. 

 

References: 

 

1. According to Gallup Research (2020/2023) organisations with highly engaged teams experience 23% higher profitability compared to those with low engagement. And, according to Deloitte’s Global Human Capital Trends (2019/2021) companies with strong engagement culture report four times higher revenue growth. 

 

1. Respondents were invited to take part in the survey from The Marketing Academy Fellows Community, 3Search’s NED Community and selective members of LinkedIn. The survey was online and took place between November and December 2024 and was completed by 51 respondents. Company sizes varied from small (<250 employees) to enterprise (>10,000 employees), with the median 1,001 – 5,000 employees (large). Over 90% of the respondents were from Europe, with the remainder mainly from the USA. 

 

1. ResearchGate: A Meta-Analysis of the Relationship Between Experiential Learning and Learning Outcomes, 2029 

 

Further information: 

 

Splash Projects: Splash Projects is an experiential learning company which links clients to high-need community projects delivering outstanding learning experiences which leave a lasting impact on society. We understand our clients’ needs and create bespoke experiential events to develop leadership, enhance teamwork and apply the company’s purpose in the community. Our approach takes executives out of the workplace and into a unique experiential learning environment with a high impact on society. Our community causes are carefully selected for each client and linked to the United Nations’ Sustainable Development Goals. 

Splash Projects was founded in 2004 and works globally forging long-term relationships with leading brands such as Santander Consumer Finance UK and Bosch, in addition to major Business Schools including INSEAD and London Business School. 

Contact Details: Further information about Splash please contact [email protected] or connect via LinkedIn, Facebook or Instagram.