8 Practices that Separate Great Communicators From the Rest

How can leaders communicate better?

“I don’t talk about myself in presentations,” Katherine said. “I’d rather stick to the numbers.”

I had just asked Katherine to consider sharing a bit of her story in her presentation so her teammates could get to know her and trust her. Katherine felt her trustworthiness was apparent and didn’t need to prove it by sharing something personal.

But the results of Katherine’s 360-Degree Evaluation — an evaluation process where one receives feedback from all around, including bosses, team members, and peers — said otherwise.

The results showed that she lacked strong relationships with her teammates. She was more of an aloof solo player than a collaborator, and she didn’t ask people to share their ideas.

Everyone agreed that Katherine was brilliant, but she hadn’t built the trust a great team needs to perform at their potential. As with every team, they needed to see that she was genuinely interested in them, capable of admitting mistakes, and vulnerable enough to ask for feedback.

What could Katherine do in the future to communicate better? In my 30 years of experience, I’ve come to realize that what separates great communicators from the rest comes down to these 8 practices:

1.) They Connect with Warmth.

We notice all sorts of things about people — accent, dress, and posture, for example. But the two most influential traits are warmth and strength. To trust you, employees need warm communication first and strength second, according to Amy Cuddy, a renowned Harvard Social Scientist.

Public Speaking is an excellent way for people to get to know you. If you make warm connections, you can build relationships, which is why I had suggested to Katherine that she share part of her story.

Showing warmth doesn’t have to be complicated. It can be as simple as showing people you’re interested in them with a smile or offering a polite greeting or an open gesture.

2.) They Practice Imperfection (and Embrace Wabi-Sabi).

In Japan, there is the concept of wabi-sabi. Wabi-sabi is a philosophy that emphasizes the beauty of simplicity, the harmony of opposites, and the imperfections that add character to the world.

Wabi-sabi is often used in business to create a sense of organic simplicity and timelessness. It can help companies stand out from competitors and foster a sense of community within their teams.

Leaders who stiff-arm their team and don’t reveal their humanness will never lead a high-performance team. We all want leaders who can be genuine with us and share what life has taught them — leaders who can be vulnerable. The leader with authentic influence says, “Let me tell you about something I learned the hard way….”

3.) They Acknowledge People.

Like so many leaders, Katherine wasn’t taking the time to communicate her appreciation of team members. “Why should I appreciate people for doing what they’re supposed to do?” she asked.

It’s simple. It’s because people need more than a paycheck to be engaged. High performers, in particular, need appreciation for their contributions.

If you want the best from people, provide positive feedback on their strengths and talents. The perfect time to do this is while public speaking at a company-wide event, since this kind of visibility in front of their peers is so important to high performers.

4.) They Welcome Ideas.

We like and trust leaders who are not threatened by people who speak their minds to offer value.

Amateur leaders become defensive when confronted with a difference in opinion, which is the kiss of death. People lose all respect for someone who argues when faced with an honest disagreement.

The best communicators ask, “I’m interested in what you think,” and “Tell me more about that.”

5.) They Show Empathy.

Empathy is mentally putting yourself in someone else’s situation with the goal of understanding. For a leader, it means devoting precious time and focusing on priorities outside your own. It helps us feel like a part of a community rather than isolated.

The practice of empathy can help us navigate times of turbulence. The leaders who came through the pandemic with a strong culture paid attention to the so-called “soft skills.” CEOs went virtual with information and solutions. They often communicated with empathy.

6.) They Speak the Truth.

Communicators who spin the truth do it because they feel they need to — to keep up appearances for the company, protect relationships, or avoid awkward conversations.

But people have radar for BS. They pay attention to what you do, not what you say in public speeches.

The truth always catches up. Great leaders know that communicating with honesty and transparency upholds their character, and that truth-telling is non-negotiable.

7.) They Close the Loop.

One quiet habit separates strong communicators from average ones. They close the loop.

When someone shares an idea, they circle back. If a team member raises a concern, they follow up. When feedback is given, they acknowledge what changed as a result. Closing the loop tells people their voice mattered.

Many leaders unintentionally create distance by moving quickly. They listen in the moment but never return to the conversation. Over time, people stop offering ideas because they assume nothing will happen anyway.

Great communicators understand that follow-through builds credibility. A short message that says, “I’ve been thinking about what you said,” can strengthen trust more than a polished speech. When people see that their input leads somewhere, engagement grows.

8.) They Ask for Help.

Asking for help doesn’t come naturally to leaders — they hold themselves to the impossible standard of not needing help. But intuitive leaders know when they need the perspective of a trusted peer. They’re humble enough to know they don’t have all the answers (no one does).

Intelligent people like Katherine can become so focused on achieving for the company and themselves that they don’t spend enough time developing the communication skills needed to lead and manage people.

The Practice of Becoming a Great Communicator

The difference between good and great communication is not personality. It is practice.

Warmth, vulnerability, empathy, truth-telling, and humility are not soft qualities. They are the foundation of high-performance teams. Leaders who commit to developing these habits change the atmosphere around them. People feel safer. Conversations become more productive. Results improve.

Katherine did not need to become someone else. She needed to become more intentional in her communication. Katherine’s self-development journey is well underway and gaining ground. She has admitted that once she began working on the discipline of leadership communication, it became rewarding to her teammates, the company, and her. When leaders take communication seriously, they begin to see it as part of the work, not separate from it.

Great communication is not about speaking more. It is about connecting better.