i Praise for The Language of Leaders “To anyone who aspires to be a good leader of people at any level of an organization, The Language of Leaders is relevant, insightful, powerful and very clearly structured. It is the most invaluable book for business leaders. I wish it had been written years ago.” Paul Drechsler, Chairman & Ceo, Wates Group “In an overcrowded field, this is a book about leadership that offers rare insight. Not only thanks to the wealth of interview material, but also thanks to the intimate nature of their answers. This is likely to be the result of Murray’s view that we follow leaders because of how they make us feel.” City aM “Communicating effectively is arguably one of the most important challenges facing any leader. It is also one of the most difficult and it is one for which we receive relatively little training or preparation in the earlier parts of our career. We can all draw some helpful learnings and insights from this book. I think it is going to be widely read – by people at all levels of leadership.” Paul Polman, Chief executive officer, Unilever “I started reading this book with a large malt and couldn’t put it down, so it was the wee small hours before I finished taking in its wisdoms and expertise. This, left to leaders, is an amazing piece of work. sir eric Peacock, Company Chairman, Director of UK Trade & investment, Business Mentor “I have just read one of the most inspirational leadership books for a long time. The Language of Leaders by Kevin Murray examines how top chief executives communicate to inspire, influence and achieve results.” Caroline shaw, Chief executive, The Christie NHs foundation Trust “When Kevin Murray introduces you to the findings from his CEO interviews and decades of practical experience, you begin to realize how much the success of leaders depends on their ability to manage relationships and to use communication as a tool to inspire and motivate. He provides lessons for everyone who is a leader, who strives to become one or who supports leaders.” rainer ohler, Group Communications Director, eaDs ii “Having very carefully read your book, it is unique and refreshingly authentic, and I anticipate that in time to come it will be an integral, indispensable part of the ‘education’ of people from all areas of life who want to make a lasting difference to the people who follow them.” siva shankar, Corporate finance Director, seGro plc “I have just finished reading The Language of Leaders and wanted to congratulate you on an outstanding book and contribution to the development of better leaders. It is rich with ideas and insights that readers will be able to remember and implement.” David Carter, Mentor “I was utterly fascinated by Kevin Murray’s analysis of the need to make communication a top skill for leaders. His book has been invaluable. The ‘must-have skills’ for leaders he discusses have certainly struck a chord with me as I grapple with the challenge of leading an organization of 3,000 staff.” Heather Munro, Chief executive, London Probation Trust “If you read the book, you’ll find the content is compelling. Anyone who aspires to be a better leader will benefit from it. Jeremy Thompson, Managing Director, Gorkana iii The Language of Leaders iv THIS PAGE IS INTENTIONALLY LEFT BLANK v SECOND EDITION The Language Icon to of Leaders come How top CEOs communicate to inspire, influence and achieve results Kevin Murray vi Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept re- sponsibility for any errors or omissions, however caused. No responsibility for loss or dam- age occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain and the United States in 2012 by Kogan Page Limited This edition published 2013 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be repro- duced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and li- cences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road 1518 Walnut Street, Suite 1100 4737/23 Ansari Road London N1 9JN Philadelphia PA 19102 Daryaganj United Kingdom USA New Delhi 110002 www.koganpage.com India © Kevin Murray, 2012, 2013 The right of Kevin Murray to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 978 0 7494 6812 5 E-ISBN 978 0 7494 6813 2 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Murray, Kevin, 1928- The language of leaders : how top CEOs communicate to inspire, influence and achieve results / Kevin Murray. – 2nd Edition. pages cm ISBN 978-0-7494-6812-5 – ISBN 978-0-7494-6813-2 (ebk.) 1. Leadership. 2. Chief executive officers. 3. Communication in management. I. Title. HD57.7.M868 2013 658.4’5–dc23 2012051523 Typeset by Graphicraft Limited, Hong Kong Print production managed by Jellyfish Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY vii To my wife, who inspires our family viii aBoUT THe aUTHor Kevin Murray specializes in strategic communication, reputation man­ agement and leadership coaching. He has 40 years of experience in commu­ nications, first as a journalist, then in corporate communications, and now in consultancy as chairman of The Good Relations Group, which is part of Chime Communications plc. For the past three decades, Kevin has been advising the global chairmen and chief executives (and their leadership teams) of a wide range of organ­ izations. He has provided personal coaching for many of these leaders, helping them to be more effective communicators. Previously Kevin was the director of communications for British Airways and, before that, director of corporate affairs for the United Kingdom Atomic Energy Authority. He started his career as a crime reporter on The Star newspaper in Johannesburg, South Africa. Contents About the author viii Contents ix Preface xv Thanks xvii Introduction: communicate to inspire 1 The leaders interviewed for this book 5 Why you need to be a better communicator if you want to lead 9 Napoleon’s leadership legacy 11 The shots that echo through time 11 ‘Create leaders everywhere!’ 12 The importance of understanding the commander’s intent 13 Communication is the glue that binds strategy and delivery together 14 Keep it simple 15 Free people up with a tight framework 16 Stand up for what you believe in 16 Leadership transformed – life in the fishbowl 19 Perpetual communication 19 The questions that really matter 21 The new partnership driving transparency 23 Stories evolve at an incredible pace 25 Internal e­mails can be very public 26 Most leadership communication is not fit for purpose 27 Businesses are like open democracies 28 Leaders must create leaders 29 Radical transparency needs radical thinking 30 The 12 principles of leadership communication 33 ix BMei sysoiounrs ealnf,d b veatltuere s 3344 Future focus 35 Bring the outside in 35 Engage through conversations 36 Audience centricity 36 Listening 36 Point of view 37 CoNTeNTs Stories and anecdotes 37 Signals 38 Prepare properly for public platforms 38 Learn, rehearse, review, improve 38 The fundamentals 41 Learn to be yourself, better 43 What followers want from leaders 44 What do leaders want from the leaders they hire? 45 Talking from the heart 46 Be visible, be human and be straight 49 To be seen as a hero, you have to be a hero 51 All­round authenticity 51 Have the confidence to be you 52 Know your strengths to be yourself better 53 Preface xv HA ospwr idnog byooaur dg ot oa baoctuiot nid, ean lteifaydinergs hyiopu pr lvaatfluoerms a n5d5 mission? 54 The need for emotion in business 56 Thanks xvii aP framework for leadership rand action, through missiono and values 60v i d e Values build trust 63 Why people love a motivating mission 64 Employees want a good mission statement 66 Employees need to feel part of the story 67 The need to raise people’s sights 68 Externally, a purpose wider than profit is needed 68 Be an engine of progress for humankind 70 introduction: communicate to inspire 1 IRnevpoulvtaet eiovnersy aotn rei sikn your missio7n2 71 The need for speed and the need to create leaders 73 Three examples of mission and values at work 74 Make sure the values resonate 77 In the public sector, purpose and values are all­important 78 ParT ONE Why you need to be a better TChoem vmaulunei coaft ev alues 80 the future to drive the present 82 To talk about the future, you have to be very clear about the future 83 Back to the future, over and over 84 communicator if you want to lead Keep people engaged in the future 85 9 Your future must embrace all stakeholders 87 Four examples of how leaders bring mission, values, vision and goals together 88 Bring to life the customer’s experience 92 Bring the outside in and focus on building relationships 01 Napoleon’s leadership legacy 11 aLnodss t rouf syt our ‘li9ce4nce to operate’ 96 Managing the intangible asset of relationships 97 The virtuous circle in relationships 98 The shots that echo through time 11 TWhaet crhe aol uvta floure tohfe t rruepstu tation ga9p9 100 The three dimensions of trust 100 ‘Create leaders everywhere!’ 12 WThhey h leeaaldther ws narenedin tgo o inn jbecuti lmdionrge tcrhuastr acter into th1e0i2r communication 101 How to unlock the value in relationships 103 The importance of understanding the commander’s intent 13 TGuent iynogu irn h taon tdhse dciortuyr t of public 1o0p5inion 104 If need be, actually bring the client in 106 Communication is the glue that binds strategy and delivery Tthhee v ision alive 106 customer experience brings How to develop quivering antennae 107 together 14 BEuntg awghe at do I do with the insights? 107 and align through conversations 109 Keep it simple 15 WMhytaht :i ‘sP aeno pelneg aargee odu erm opnlloyy aeses?e t1’ 10 111 Engagement at the heart of strategy 111 Free people up with a tight framework 16 CThheo iicneg, rneodtie cnhtas nogfe e ngagement 111123 Measure and monitor engagement 114 Stand up for what you believe in 16 IDnopnu’tt edqoumalisn abtuey t­hine conversatio1n1 5 116 If communication is so important, Key points from Chapter 1 18 wCohmerme iusn tihcea tter,a cinoimngm?u nicate, co1m1m7unicate 121 It’s all about them – the need for audience centricity 123 It’s not what you say; it’s what they hear 124 What do you want them to think, feel and do? 126 Don’t change the message; change the way you deliver it 128 How audience centricity helped to establish Canary Wharf 128 02 Leadership transformed – life in the fishbowl 19 THhoew s ttoor yth oinf kth aeb poruitv yy our audien1c3e0 130 The inspiring effect of Perpetual communication 19 lBiset einntienrge sleteadd,e brse respectful and 1b3e 2patient 133 What stops effective listening? 135 The questions that really matter 21 LLiisstteenn wfoirt hs oylouutiro enyse s, ears and h1e3a6rt 136 Why leaders should be passionate about bad news 137 The new partnership driving transparency 23 LWehadener ys ocua nli slitsetne,n y ionu d miffuesrte rnets wpoanyds 113490 The killer questions leaders should ask 141 Stories evolve at an incredible pace 25 GStoanodd listening + a bias to action = ureps ults 142 to stand out – why you need Internal e­mails can be very public 26 aU spionign at opfo vinietw o f view to take a s1t4a4nd 146 Why you need an answer that works instantly 147 Most leadership communication is not fit for purpose 27 TWhhea cto mrraokseivs ea egffoeocdt opfo ninott otaf kviinewg ?a stand 114489 The power Businesses are like open democracies 28 oStfo srtioersi etesl l us g1re5a1t truths 153 Logic gets to the brain, stories get to Leaders must create leaders 29 tThhee h eart 153 difference between a story and a narrative 155 Radical transparency needs radical thinking 30 TGhoeo dfo ur types of business stostroiersie s 155 are easy to find and easy to tell 159 Key points from Chapter 2 32 COhnoe osing the right story simple1 60 story can achieve more than a volume of rules 161 Watch out for the undermining signals beyond the words 164 It’s written on your face 166 People watch your body language too 166 When being visible is the message 168 03 The 12 principles of leadership communication 33 MThoed mele tahnei nbge hbaevtwioeuerns tyhoeu l iwnaesn t1 70 169 Symbolic acts send lasting messages 171 Speaking off the cuff 172 Be yourself, better 34 pProperly for public platformrs 174 e p a r e Get the right training and do the right preparation 176 Mission and values 34 RSiemmpelme mbeers, seavgeersy r wepoeradt ecdo uonfttesn 117778 Top tips for dealing with the media 179 Future focus 35 TChoem emssuenniccea toinf gg oino da pcrreissiesn tatio1n8s 3and speeches 181 And what about the web and social media and Twitter and...? 187 Bring the outside in 35 CLeoanrcnl,u rseiohnea rse1, 9re1view, improve; become fluent in the language of leaders 193 A top­three skill of leadership, yet sadly neglected 195 Strive to be an excellent communicator, and you will improve results 196 L e a d e r s h i p in the public sector – is it different? 199 Inspired by (and inspiring about) making a difference 200 Results of a study on differences in leadership traits 201 More similarities than differences 202 The myths of poor public sector leadership 203 More focus on purpose and values 203 Dealing with the complex relationships 204 The need for collaboration is driving change 205 If you remember nothing else... 207 The tough questions all leaders need to ask of themselves 212 Are you an inspiring leader and communicator? 212 Your cut out and keep guide to being inspiring 215 The fundamentals 215 M e e t the leaders interviewed for this book 217 x Contents Engage through conversations 36 Audience centricity 36 Listening 36 Point of view 37 Stories and anecdotes 37 Signals 38 Prepare properly for public platforms 38 Learn, rehearse, review, improve 38 ParT TwO The fundamentals 41 04 Learn to be yourself, better 43 What followers want from leaders 44 What do leaders want from the leaders they hire? 45 Talking from the heart 46 Be visible, be human and be straight 49 To be seen as a hero, you have to be a hero 51 All­round authenticity 51 Have the confidence to be you 52 Know your strengths to be yourself better 53 How do you go about identifying your values and mission? 54 A springboard to action, a leadership platform 55 The need for emotion in business 56 Key points from Chapter 4 59 05 Provide a framework for leadership and action, through mission and values 60 Values build trust 63 Why people love a motivating mission 64 Employees want a good mission statement 66 Employees need to feel part of the story 67 The need to raise people’s sights 68 Externally, a purpose wider than profit is needed 68 Be an engine of progress for humankind 70 Involve everyone in your mission 71 Reputations at risk 72 The need for speed and the need to create leaders 73 Three examples of mission and values at work 74 Make sure the values resonate 77 In the public sector, purpose and values are all­important 78 The value of values 80 Key points from Chapter 5 81