Leadership Communication: Reframing Risk and Fear - and Proceeding
How to management assumptions, emotions and feelings to communicate more intelligently, confidently and assertively
Uncertainty can morph into fear and anxiety when it comes to leaders considering how to communicate or whether to do it at all.
“Those in positions of leadership fear they will say the wrong thing or what they believe to be the right thing in the wrong way,” wrote Darren Walker, the president at the Ford Foundation, in an opinion piece published in the New York Times.
“They fear risk, recrimination and reprisal,” he added in his headlined piece, There Is No Leadership Without Risk. “They fear a coarsening culture — our collective instinct to shame and shun, our collective intolerance for nuance and complexity — that squeezes them from all sides, corralling them toward the straightest, narrowest path.”
That’s understandably dangerous professional territory to be in most people’s minds.
The vast majority are biologically, emotionally and psychologically hard wired for self preservation — and the organizational stakeholder approval that provides it.
Being in a state of mind of being afraid of communicating the subjectively ‘wrong’ thing or what you believe to be the "right" thing in the ‘wrong’ way can lead to walking on eggshells.
For those who know what that feels like in their professional or personal lives, it's an anxious place to operate. What is required is a reframing of thinking to manage uncertainty, anxiety, fear and maybe, analysis paralysis too, to move forward more precisely, skillfully, confidently and safely.
“It’s natural to feel pressure to get every word ‘right’ but instead of focusing on perfection I encourage leaders to lean into authenticity and emotional intelligence,” says Sheena Yap Chan, the author of the Wall Street Journal bestseller, “The Tao of Confidence, A Guide to Moving Beyond Trauma and Awakening the Leader Within” and the host of the podcast, The Tao of Self-Confidence.
“Approach conversations with empathy and curiosity, aiming to understand your team’s perspectives,” she adds. “Before speaking, I find it helpful to ask myself if my words are constructive and supportive. This reframing allows you to communicate openly and precisely, fostering trust without feeling like you’re on eggshells.”
Thinking more about what is positively possibly and less about what is unlikely dangerous can be helpful.
”Leaders can view every interaction as an opportunity to connect and inspire, rather than an occasion to avoid mistakes,” says Chris Dukich, owner of Display Now, a visual marketing platform SaaS company.
“An effective strategy is to pause before communicating and reflect on three core questions: What is the purpose of this message? What do I want my audience to understand? How might my words impact them?” he recommends.
“Additionally, practicing active listening and validating others’ emotions creates an environment where two-way communication is encouraged, reducing the anxiety of being overly cautious.”
People in high-level positions of trust know what is necessary yet aren’t always confident in learning — and knowing — about how to accomplish it.
“Eighty-four percent of executives see a strong link between their public-facing presence and business success, yet close to 61% feel uncertain about how to show up across platforms according to recent research from KWT Global’s Resonance Report: Earning Influence,” says Dara Cothran, the executive vice president of global strategy and insights at KWT Global, a brand strategy and public relations agency.
Phill Stevens, the founder and CEO at Avail Solar, has thoughts about how to communicate effectively and thoughtfully in tough situations.
“Leaders should think about the feelings of others,” he plainly says. “They can try to understand where their team members are coming from, which helps them respond better.”
This is more likely accomplished with a particular process.
“Using active listening and asking questions can create a space where everyone feels valued,” Stevens says. “This kind of communication builds teamwork and ensures that everyone feels heard, leading to better results for the organization.”
Going deeper, there can be concerns about what is legally safe to communicate.
“If you're worried about saying the wrong thing, then stick to the rule of protection against defamation: truth is an absolute defense,” says Jonathon Narvey, the founder and CEO at Mind Meld PR, an agency that serves tech companies.
“If you've got solid evidence for holding a position, it doesn't matter if you might be proven wrong in the end,” he says about dismissing fear and thinking more confidently. “Being proven that you said the wrong thing isn't really a problem anyone needs to worry about anyway. People tend to remember when you said something that turned out to be right. Our failed predictions fade away.”
“Leaders are required to hunt down their hidden biases and ensure they are treating others fairly in the organization based on what the organization values,” contends Nance Schick, an employment lawyer and mediator at Third Ear Conflict Resolution.
Perfectionism can lead to risky delay, errors of omission and tremendous stress yet that habit is unnecessary and problematic.
“In my experience, the more I worried about saying the perfect thing, the more robotic and disconnected I became,” painfully recalls Alex Schlesinger, the founder and CEO at Active Mutual, a final expense insurance agency. “In fact, the only way to have a ‘real’ conversation is to show genuine interest in the human in front of you.”
The risks of communicating solely in the "straightest, narrowest path" due to anxiety or fear — real or perceived — are worthy of discussion.
“The digital era has spawned previously unforeseen risks in executive communications as trends such as ‘cancel culture’ instill fear in many leaders,” Cothran says.
“While being canceled is a legitimate reason to be apprehensive about utilizing communication, it’s important to consider the costs of failing to establish resonance.”
She explains:
“Leaders often feel hesitant to communicate outside content that serves a purpose related to company activity because there’s more ambiguity in how to approach engagement thoughtfully,” Cothran says. “This can cause leaders to miss valuable opportunities to build authentic, relatable personas that today’s audiences value.”
Considering the risk, she offers advisory to help consistently capitalize.
“By aligning personal and professional narratives in a consistent, relatable way, leaders can approach more communication opportunities with confidence that the risk in their messaging is greatly reduced,” Cothran asserts.
“If leaders only communicate in a straightforward way because they are anxious, it can cause problems,” Stevens says. “This approach might miss the feelings of team members, leading to misunderstandings.”
“Sticking solely to the ‘straight and narrow’ in communication due to fear can come across as robotic or inauthentic, limiting your impact,” Yap Chan says. “It’s easy to lose sight of connection when you’re more focused on saying the ‘right’ thing than on saying something real,” she points out.
“This approach risks disengagement from your team, as they may feel unheard or undervalued. Genuine connection happens when leaders balance accuracy with empathy and openness,” Yap Chan offers as a reminder.
Perception is important because it can affect a judgment, immediately and long term.
“It's possible to be perceived as blunt and therefore arrogant or authoritarian,” Narvey says, before quickly adding that, “There are ways around this.
“For instance, if you're worried you're going to come off as too strong when correcting an employee or a team for bad behavior, one trick is to say, ‘Look, I don't think this is your best work.’ It softens the blow because it alerts the team that at least you recognize that they've done better work in the past.
“So, now it's not just about living up to your standards. Getting things right means living up to their own standards.”
It’s vital to communicate even if fear feels overwhelming and unchangeable.
“It creates a lack of true leadership and internal trust if leaders avoid communication because of fear,” Dukich says. “When employees’ interests have been quarantined…. it leads to unproductiveness and low morale.”
There is an inescapable reality, one that must be met emotionally and addressed.
“There are always risks with communication because the world is so diverse,” Schick says. “You must take the time to determine the best way to communicate a message, depending on the audience and the organization's needs.”
She isn’t against moving forward in the "straightest, narrowest path" yet that can’t always be the default decision out of discomfort or fear.
“At other times, it will be more productive to consider who will be affected by a communication, so you can carefully deliver the message,” Schick recommends. “Often, it is helpful to ask for input afterward and do a lot of listening.”
The final curiosity for this special report revolves around a protective, yet confident philosophy and reliable practice to communicate in uncertainty, when risk is present and fear is developing or feels to be too daunting.
“First, listen and respond thoughtfully,” Yap Chan says. “Express empathy and clarify intentions to reduce misinterpretation.
“For example, I’ll often say, ‘Here’s my understanding; please share if there’s a different perspective,’” she suggests. “This encourages dialogue and ensures everyone feels seen, building trust both internally and with the public.”
“Show vulnerability,” Narvey proposes. “This seems counter-intuitive,” he admits, “but when you acknowledge errors or failures from the past, people will see that you hold yourself accountable. They'll be more likely to trust you about what you say next.”
“A leader needs to find the balance of ‘cut-through-the-noise’ but with the tact in which they deliver the message so that they would not harm the company’s image,” Dukich says.
“One way to get there is to be upfront with the known risks and gaps that exist, while wrapping the message around the purpose of the company.
“For instance, the use of language as ‘We are in a complicated situation but this is what we are doing to handle it… ‘ helps professionals in leadership positions manage even the most delicate issues without losing faith in the professional matter at hand.
“It’s about being clear and showing vulnerability, that it’s alright to go through the ambiguity together,” he summarizes.
The landscape in which communication is taking place may not be clear.
“As leaders navigate seemingly conflicting audience expectations, building confidence in effective communication comes from creating a strong persona that is reflective of the leader and the objectives of the company they represent,” Cothran says.
“Bridging this gap starts with a focus on self-awareness — understanding your core values and consistently sharing insights or perspectives in a way that feels genuine.
“This approach not only builds trust with stakeholders but fosters a culture of openness and alignment within the organization.”
Remembering to have a dual approach can increase the odds of risk management, safety and getting messages across.
“A better way to communicate is to find a balance between being honest and kind,” Stevens has learned. “Leaders can share their messages positively while also being clear about any concerns.”
He elaborates to illustrate.
“Sharing personal stories or admitting when they don’t know something can build trust and make communication feel real,” Stevens says.
“Using friendly language that focuses on teamwork encourages open discussions and helps strengthen relationships. This approach creates a sense of belonging and inspires team members to participate and share their ideas.”
Shutting down emotionally out of uncertainty or fear can be costly.
“Effective communication is essential for leadership success,” Stevens says. “By being mindful of feelings, balancing honesty and kindness and fostering an environment of open dialogue, leaders can build stronger teams and create a positive workplace culture. This not only helps in achieving business goals but also nurtures a supportive and engaged team.”
Schick provides a checklist that could aide in successfully managing emotions and feelings that misguide or block the communication that needs to be transpire.
“Whenever you need to communicate something difficult, such as an error, a failure, employee discipline or an apology, be prepared to:
- Explain specifically what went wrong
- Share how you will prevent a repeat
- Invite feedback
- Don't get defensive
- Focus on the behavior, which can be corrected, rather than conflating it with a person's identity (including yours)
- Plan the next steps required to change direction
- Take those steps
- Report back
- Revise plans as necessary
- Allow time to regain others' trust
“Trust isn't gained overnight,” Schick says as a reminder.” It takes even longer to restore it.
“The extra moments you spend preparing for intentional, effective communications, the less time you will waste repairing what could have been protected.”
“Communication shouldn't feel like defusing a bomb,” Schlesinger bluntly says.
“The best protection is having the confidence to be real while being smart about it.
“When I talk to my team, I don't hide behind buzzwords or vague promises. I share what I can, explain what I can't and always tell them why,” he says.
“In fact, my public statements follow the same rule, authentic but intentional. No one trusts a leader who sounds like they swallowed a PR manual.”
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