Best practices for different communication channels for leaders

1. BestCommunication
PracticesforLeaders
Colorado State University Global – ORG 536

2. Emotional
Intelligence(EI)
◦ What is it?
◦ “the ability to understand, recognize and
manage your own emotions, the
emotions of others, and that of groups”
(Papoutsi et al., 2019, p. 21).
◦ People with higher EI are generally able
to handle work stressors well and “can
recognize, manage and regulate their
own emotions and the emotions of
others” (p. 27).

3. EIandLeadership
◦ Compassion (Friedman & Gerstein, 2017)
◦ Increased compassion leads to better
understanding in the workplace
◦ Helps build relationships
◦ Significant positive relationship between
social awareness and leadership
effectiveness (Fianko et al., 2020)
Adapted from Goleman (1995)

4. Clifton
StrengthsFinder
◦ Created by Tom Rath
◦ Uses the study of strengths and
weaknesses to improve personal
performance (Rath, 2007)
◦ Rath and Conchie (2008) found that
people who are working in their
strength’s areas are more productive
and engaged in the workplace and in
other aspects of their lives

5. CultureCompetence
◦ Culture competence is being aware of background, ethnicity, race and other differences
in a way that is still inclusive and understanding of these differences (Lekas et al., 2020)
◦ Begins with the correct mindset (Javidan & Zaheer, 2019)
◦ Requires education on issues
◦ Works in line with EI

6. CulturalCompetence
inLeadership
◦ Culturally competent leaders make
employees aware of their
shortcomings
◦ Helps grow past the shortcomings
◦ Employees become more culturally
competent and aware (Goodman, 2012)
◦ Builds and develops relationships
◦ Leaders must be aware of
microaggressions (Harrison et al.,
2019)

7. WrittenCommunication
◦ Most centralized form of communication (Duica et al. 2019; Taylor & Thomas, 2003)
◦ Formal and informal levels
◦ When mixed with digital platforms (Maier & Engberg, 2021)
◦ Provide hyperlinks to additional information
◦ Interactive checklists
◦ Provide similar information in both visual and verbal levels
◦ Use textual emphasis (italics, bold, underline, highlight)

8. Written
Communication
◦ Written communication creates an accountability
(Taylor & Thomas, 2003)
◦ Easily able to track for errors
◦ Involves employee participation
◦ Reviews to maximize clarity and usefulness of
documentation
◦ Provide feedback
◦ Three C’s (Taylor & Thomas, 2003)
◦ Clarity
◦ Completeness
◦ Correctness

9. DigitalCommunication
◦ Best Practices (O’Hara, 2020)
◦ Let employees know you care
◦ Keep in mind communication is two-way
◦ Limit messages to emphasize meaning
◦ Celebrate accomplishments

10. Digital
Communication
Options
◦ Global communication madepossible due to
technology advancement (Ducia et al., 2019)
◦ Websites are common forms used to hold and retrieve
information
◦ Transparency
◦ Fast clicks
◦ Mobile apps
◦ Create a personalization
◦ E-mail
◦ Sort in meaningfulboxes

11. LackofTrust
◦ Digital communications are easily alterable/publishable
◦ Media platforms
◦ Social media
◦ Digital Misinformation becomes perpetuated (Popa, 2020)
◦ Creates a lack of trust
◦ Can be combated partially through Face-to-Face communications
◦ EI plays an important role as people can read others indirect and nonverbal cues

12. REFERENCES
◦ DUICA, M. C., FLOREA, N. V., DUICA, A., & GILMEANU,R. (2019).Improvingthe Relationships between Organizations and Their Customers Using
Digital MultichannelCommunicationand Mathematical Simulation. Economic Computation & Economic Cybernetics Studies & Research, 53(1), 265–
280. https://doi.org/10.24818/18423264/53.1.19.17
◦ Fianko, S. K., Afrifa Jnr, S., & Dzogbewu,T. C. (2020).Does the InterpersonalDimension of Goleman’sEmotionalIntelligence Model Predict
Effective Leadership? African Journal of Business & Economic Research, 15(4), 221–245. https://doi.org/10.31920/1750-4562/2020/v15n4a10
◦ Friedman, H., & Gerstein, M. (2017). Leading with compassion:the key to changingthe organizationalculture and achieving success.
PsychosociologicalIssues in Human Resource Management, 5(1), 160-175.
◦ Goleman,D. (1995).Emotional Intelligence, Bantam Books,New York, NY
◦ Goodman, N. (2012). Training for culturalcompetence. Industrial and Commercial Training, 44(1), 47–50.
https://doi.org/10.1108/00197851211193426
◦ Harrison, R., Walton,M., Chauhan, A., Manias, E., Chitkara, U., Latanik, M., & Leone, D. (2019).What is the role of culturalcompetence in ethnic
minority consumerengagement? An analysis in communityhealthcare. International Journal for Equity in Health, 18(1), 1–9.
https://doi.org/10.1186/s12939-019-1104-1
◦ Javidan, M., & Zaheer, A. (2019).How leaders around the world build trust across cultures. Harvard Business Review, 2–5.
◦ Lekas, H.-M., Pahl, K., & Fuller Lewis, C. (2020).Rethinking CulturalCompetence:Shifting to Cultural Humility. Health Services Insights, 1–4.
https://doi.org/10.1177/1178632920970580
◦ Maier, C. D., & Engberg,J. (2021). Harvard BusinessReview’s reframing of digital communication:From professionalexpertise to practical
guidance. Journal of Pragmatics, 176, 186–197. https://doi.org/10.1016/j.pragma.2021.02.005
◦ O'Hara, R. (2020, June 22). 4 best practices for excellent digital communication.https://er.educause.edu/blogs/2020/6/4-best-practices-for-
excellent-digital-communication
◦ Papoutsi, C., Drigas, A., & Skianis, C. (2019).Emotionalintelligence as an important asset for HR in organizations:Attitudes and working variables.
International Journal of Advanced Corporate Learning, 12(2), 21–35.https://doi.org/10.3991/ijac.v12i2.9620
◦ Rath, T., & Conchie, B. (2008). Strengths based leadership: Great leaders, teams, and why people follow. Gallup Press.
◦ Taylor, J. C., & Thomas III, R. L. (2003).Written CommunicationPractices as Impacted by a Maintenance Resource Management Training
Intervention.Journal of Air Transportation, 8(1), 69.