1. A Harvard Business Review
Article.

2.  Introduction
 The New Realities of Leadership
Communication
 Organisational Communication : The Concept
 Intimacy : Getting Close
 Three ways to achieve Conversational Intimacy
 Interactivity : Promoting Dialogue. (Contd.)
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3.  Inclusion : Expanding Employee’s Role
 Channels of Inclusion
 Intentionality : Persuing an Agenda
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4.  By Boris Goysberg & Michael Slind.
 Traditional Command-and-Control Mechanisms are
redundant.
 Globalization , New Technologies have reduced the
efficacy of top-down Leadership.
 Traditional corporate communications unable to manage
the change .
 The solution : A new model of Leadership
Communication known as “ Organisational Conversation”.
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5.  Economic Change: Transition from service-based
industries to knowledge-based industries require newer
ways to process & share information.
 Organisational Change: Flatter & Less hierarchical
companies have made top-down leadership redundant.
 Global Change: Diverse and Culturally differentiated
workforces have necessitated conversations that are
smooth & fluid.
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6. Four Essential Attributes of Organizational
Communication :
 1. Intimacy
 2.Interactivity
 3. Inclusion
 4.Intentionality
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7.  Organizational Communication requires Leaders to
minimize the distances , institunal , attitudinal and spatial.
 This gives the decision-making authority trust & attention
from those under authority.
 Leaders listen to conversations at all levels of the
organization.
 Leaders speak and respond to at all levels of the
organization.
 Not necessarily physical , but mental proximity required.
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8.  Gaining Trust : No trust , No Intimacy.
 Listening Well : Know when to stop speaking and start
listening.
 Getting Personal : Absorbing criticism when it is direct
and personal.
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9.  Exchange : Exchange of Comments & Questions
between participants.
 Interactivity : This makes conversation more open &
fluid.
 Dialogue : Replacing Monologue with Dialogue.
 Technology : Use of
latest technology to supplement
Corporate Communication challenges.
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10.  Equal Opportunity Endeavour: Sharing of Ownership
between the participants of the outcome.
 Conversation Partners: Leaders turn Employees into
contributing equally towards New ideas and initiatives.
 Emotional Engagement: Emotional Engagement Level is
higher .
 Criticality: Leaders better able to convey the criticality of
their messages.
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11.  Brand Ambassadors : Passionate Leadership become
brand ambassadors or living examples of Company
Vision.
 Thought Leaders: Empowered employees , deep within
an organization are best suited to generate high – quality
thought leadership.
 Storytellers: When employees speak from their own
experience , the story comes to life.
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12.  Closure of Conversation : Intentionality is a measure of
closure of conversation .
 Intent : Open-minded Conversations are not aimless.
 Strategical Relevance : It allows focus on the relevance of
actions towards strategically important priorities.
 Consent : This exercise leads to generation of Consent
versus commanding of Consent.
 Big Picture View : Employees are aware of their broad
Strategy & Competitive environment.
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