Leadership Language

Last evening I was privileged to attend a local leadership event called Impact ’07 where the keynote address was delivered by former Speaker of the House Newt Gingrich. Regardless of your political affiliation Newt is a remarkable thinker and exceptional communicator. One phrase that he shared during his speech particularly caught my attention. As he talked about the challenges of leadership he said, “Teach everyone to say ‘yes, if’ not ‘no, because’”. Stop and think about this phrase for a moment.

One thing that I have been discovering as I study leadership theory and interact with leaders at every level is how our language as leaders influences interactions with employees, clients, vendors, and referral sources. Newt’s counsel helps to make my point. Let me explain.

When our conversations include negative or dismissive language we will discover that the other person’s response is more likely to be confrontational. Suppose a colleague asks you whether they can purchase a new piece of equipment. If your immediate response is “no, because we don’t have any money in the budget” the opportunity to be creative or look for an innovative solution gives way to a sense of resignation, disappointment, and frustration.

If our language embraces the positive we are often surprised by the unexpected energy it creates to discover a workable resolution. In the same scenario, suppose your response is “yes, if we can find a way to pay for it”. Notice the invitational tone and more optimistic outlook created by simply changing a few words. The door has been opened for further conversation and even if the money can’t be found the colleague is more likely to feel better about the outcome because an effort was made to understand the need and find an answer.

What might happen in your workplace or family conversations if you made a conscious effort to change your leadership language? In addition to banishing “no, because” in favor of “yes, if” you might also consider being more generous with your praise and more committed to offering constructive feedback (both positive and negative) rather than simply criticizing others. Saying “I’m sorry” when you make a mistake is also highly recommended.

The language of leadership will only have integrity if we consistently practice what we are teaching others. I have personally been reminded of this important principle in recent weeks. Each week my journal entries invite those who know me best to judge how I’m doing as a leader. It’s an awesome responsibility knowing that my advice could be influencing how you think and act in your leadership role. That’s why your feedback is so important. It keeps me grounded and focused on providing insightful, practical leadership principles and applications. Who is holding you accountable for your leadership language?