6 Key Communication Techniques to Build Trust and Inspire Your Team

Even though our world has changed drastically, our leadership style has not.

Studies show trusted employees are six times more likely to be high performers. Studies also show inspired employees are 125% more productive than those who are merely satisfied.

Most organizations and teams today still operate from a leadership model rooted in “Command & Control,” focusing on positional power, hierarchy, and compliance. But because of the accelerating disruption in the world, the workforce, work itself, and the choices we have for where and how to work and live, these old rules of leadership no longer apply. The “Command & Control” leadership model is outdated. We need to shift to a more accurate, relevant, and complete model: a “Trust & Inspire” leadership model.

You inspire intentionally when you connect with people and in turn connect them to a sense of purpose, meaning, and contribution at work, helping them reach new levels. The key is everyone has a purpose, something inside them that drives them. Your job as a leader is to help others connect to it. Once you do, they’ll be committed and engaged with new energy and understanding.

A Trust & Inspire leader focuses on building relationships that develop capabilities and empower their team. And one way in which they build these high-trust relationships is by using clear and effective communication techniques—consistently.

Leadership happens one conversation at a time.

One of the most impactful communication channels for leaders with their teams are 1-on-1 meetings, where a leader’s communication style can make or break the relationship—ultimately unleashing potential or stifling it. When leaders conduct 1-on-1s, they can sometimes fall into a Command & Control style, even if it’s the most advanced “Enlightened Command & Control” style. Team members will feel managed. But they want to be led.

The following 6 techniques will help you inspire those you lead and serve to become the best versions of themselves and to produce their best work.

1. Ask open-ended questions that begin with “how” or “what.”

Closed-ended questions that require only a yes or no answer—for example,

“Do you think we’ll meet the deadline?” —can be a waste of breath.

PRO TIP: Before each 1-on-1, have a list of two or three thought-provoking questions you can ask that begin with “how” or “what.”

2. Draw out issues with follow-up statements and questions.

ASK YOURSELF: What are some statements you can make that give your direct reports positive reinforcement for opening up and sharing?

3. Don’t sabotage what you’re saying with contradictory body language, voice, volume, tone, etc.

Your body language, tone of voice, and other non-verbal cues can be just as important as the words that come out of your mouth—maybe even more important.

PRO TIP: Being self-aware enough to notice your body language and voice is very difficult, so it may help to focus on one thing at a time. For example, when you ask a direct report about a challenge and say you want to help, but then check your phone while the person’s speaking, you send a clear signal that you really believe you have more important things to do. Or when you say you think a direct report can reach their goal, but your shoulders slump, and your voice trails off at the end of your sentence, you’re signaling weakness in that point of view.

4. Be wary of the word “why” when trying to explore people’s rationale for doing things.

Questions that begin with the word “why” can come across as threatening. Great questions that can help you understand someone’s “why” without using the “why” word:

? What matters most to you?

? What makes you want to get up in the morning?

? What do you do at work that brings a sense of meaning and purpose?

? When do you feel most alive?

? What’s your “why”?

5. Use “we” and “us” instead of “you”—but tread carefully when you’re giving praise or accepting blame.

Send a critical message to your direct report: You’re on their side.

FACT: Strong leaders with loyal teams often give their direct reports credit when things go well (“You really knocked this one out of the park.”) and accept the blame when they don’t (“I really messed up on this”).

6. When there’s an uncomfortable silence, wait 10 seconds. Then clarify.

Ever ask a question that opens up a giant, gaping void of silence?

FACT: Silence can be an indicator that you’ve hit on something difficult but critical.

To learn more about building trust, inspiring individuals in your organization, and developing your leaders, visit franklincoveyme.com

.