A client asked me today, “how much is too much internal communication from our CEO?”

You know what I’m about to say.

As a leader, talk as much, and only as much, as you’re listening. That way, your words are relevant to people, speak directly to what they need to hear, rather than to what you need to say.

Chalk it up to my mood today, but it’s about time we had some good old fashioned tough love talk about what leaders should immediately stop saying to their people, and what they should be saying instead to generate hope in the people who have signed up to be in their care.

Leader: There are lots of useful data out there about what to do when someone in your organization- someone in your leadership care- becomes ill with COVID-19.  HR policies, practices, notification channels, and precautions. All essential to the health and safety of your workforce. 

And then there are the people, the human beings, who are ill and frightened. Their family members are worried and they are struggling to focus on work for even short, sporadic stints.

Leadership Style is a Myth.

The problem with developing and honing a leadership style is that it assumes that being a great leader is about… the leader. And while there’s some base realism to that, the greater truth is that leadership style- at its best- is adaptive.

Anyone can be a good, even great leader in good times.

Great leaders are born in days like these, where complexity + the unknown and unknowable can lead to fear, and a spiral us away from what we know gives us comfort and hope.