Originally published on October 10, 2017.

Communication is a foundational leadership skill and continues to be one of the most critical capabilities for organizational success. While the tools and channels we use have evolved — from in-person conversations to digital collaboration platforms — the core communication skills leaders need have stayed remarkably consistent.

In a 2016 survey by Sunny Giles, president of Quantum Leadership Group, of 195 leaders in 15 countries, six of the top 10 leadership competencies rated by participants involved communication. Ongoing research and practical experience continue to reinforce this finding. Here are five that remain especially important.

Communication Skills for Leaders

1. Listening Skills

The most important communication skill for leaders is the ability to listen. Professional listening skills include listening for the message, listening for any emotions behind the message and considering relevant questions about the message.

Listening for the message means hearing the facts accurately, without prejudgment or being distracted by other thoughts. It’s also important to listen for tone, emphasis and other signals that may reveal underlying emptions, especially in virtual or hybrid environments, where cues can be easier to miss. In training, leaders can practice using role-play; if they hear these signs of emotion, they can respond by saying, “You seem to feel strongly about this. Please tell me more.”

Leaders should also consider key questions when receiving new information or ideas:

• Why am I being given this information?
• If it’s for a new project, do I have the time and resources to handle it?
• Is it relevant to the company’s goals or priorities?
• Is there additional context I need to understand the message fully, such as in the case of a potential conflict?

2. Complimenting

People work for more than pay; they want to be recognized and appreciated for their contributions.

Compliments are most effective when they are specific to the situation. When appropriate, sharing praise in writing, such as through an email or message, can make the recognition more meaningful because because employees can revisit it later.

For example:

“You stayed late to finish that report for our client and made sure every aspect of the project met their specifications. Thank you for your attention to detail and pride in your work.”

“I noticed you took extra time to make sure the new employee had a great first day. She was genuinely excited about the company and her new role by the end of the day.”

Use this technique first with leaders, managers or supervisors who report to you to model how they can recognize their own teams.

3. Delegating Tasks Clearly

Think of the “who,” “what,” “when,” “where,” “why” and “how” as you explain what needs to be done. Explaining the reason (the “why”) is especially important, particularly when it comes to deadlines and priorities.

Employees may not always see how their work connects to broader goals or cross-functional initiatives. Providing context helps build alignment and ownership. Establish clear expectations and check-in points to discuss progress, remove obstacles and ensure priorities remain aligned, especially when teams are working remotely or across time zones.

4. Strategic Meetings Management

What makes a meeting effective from the perspective of the leader, the participants and the organization?

One useful approach is to estimate the cost of the meeting by multiplying the approximate hourly pay of each participant by the length of the meeting. This quick calculation can help leaders determine whether a meeting is truly necessary or whether the information could be shared more effectively through email or a collaboration platform.

When meetings are necessary, be intentional about participation. Ask closed-ended questions to keep discussions focused when sharing information, and use open-ended questions to invite input and encourage broader perspectives. Providing materials or questions in advance can help quieter or more reflective participants contribute more effectively — a practice that is especially useful in hybrid or virtual settings.

5. Positive Verbal and Nonverbal Communication

Employees closely observe their leaders’ behavior and tone. Even during stressful situations, leaders should aim to communicate with professionalism and positivity when interacting with employees.

Nonverbal communication, such as facial expressions, posture and tone, can reinforce or undermine the message being delivered. A simple smile, greeting or brief conversation can help create a more positive workplace atmosphere.

Informal communication spreads quickly within organizations. When leaders consistently demonstrate respectful and positive communication, they help reinforce the culture they want others to follow.

Excellent communication skills are essential for effective leadership and organizational success. These strategies can help leaders become great communicators and build stronger connections with their teams.