Communicating with Complicated: 7 Tips for 360-Degree Collaboration in the Workplace 15 Apr 2025, 7:00 am

In his new data-driven book How to Work with Complicated People, speaker and bestselling author Ryan Leak shares powerful collaboration strategies so that you can work effectively with nearly anyone. This blog post has been adapted from chapter 8. You can order your copy here.

There is often a gap between what’s coming out of our mouths and what’s going into their ears. We might assume we are great communicators and that everyone around us knows exactly what we mean, but that’s probably not true. Communication is always at least slightly broken because we are imperfect, complicated humans trying to get our points across to other imperfect, complicated humans.

In a 2021 poll by Gallup, only 7% of respondents strongly agreed that communication at their place of work was “accurate, timely and open.” That means the other 93% felt there was clear room for improvement in one or all of these areas.

Nowhere is this communication gap more evident—and potentially more dangerous—than when you’re working with complicated people. It’s challenging enough to avoid misunderstandings when the person on the other end of the call, email, direct message, conference table, or in-person convo is someone you see eye to eye with. It’s a whole new level of crazy when you’re dealing with someone who is challenging or difficult.

If you’re dealing with complicated individuals regularly, take a fresh look at your communication style. Who you’re talking to changes everything. Just think about how you’d say something as simple as “no” to a few different people. For example: your parents, your spouse, your kids or other children, that one neighbor you like, that other neighbor you don’t like, a police officer who just pulled you over… you get the picture. You’d change everything from your tone to your posture to your wording, depending on the person on the other end of your “no.”

Do You Know Who You’re Talking To?

When it comes to the “who” in the workplace, it’s helpful to think directionally. You have to consider whether you’re talking up, down, or across. That is, within the particular structure and hierarchy of your company, are you communicating to people who lead you, people you lead, or people who are on the same level as you? To put it another way, are you dealing with a complicated boss, a complicated direct report, or a complicated coworker?

Speaking “Up”

Let’s start with how you talk to your boss, directors, or C-suite executives. Even if they aren’t complicated personalities, the mere fact they have so much power over your workday, job role, and career trajectory is complicated. And if, on top of that, they are complicated . . . then you’ve got your work cut out for you.

1. LEARN TO SPEAK C-SUITE.

Communicating effectively with C-suite executives—such as CEOs, CFOs, COOs, and CIOs—and other high-level leadership requires that you frame your information or request in the context of what your leadership is aiming for and cares about, and you have to do it using terms and concepts that make sense to them. Your communication with them needs to fit within their strategic, high-level perspective.

One way to do this is by understanding and utilizing key business concepts that resonate with them. This goes beyond just memorizing technical terms such as ROI, KPI, scalability, stakeholder engagement, sustainability, risk management, and value proposition. It’s also about understanding why that language matters and framing your conversation to align with their goals. It’s about learning what matters to the people upstream, then finding strategies to get your message across.

2. STAY READY SO YOU DON’T HAVE TO GET READY.

When you think of preparing to communicate well, your thoughts might jump straight to PowerPoint decks and spreadsheets, but preparation has to start sooner and go deeper than that. Learn to pay attention to the breadcrumbs your leadership continually leaves behind that show you what they value the most. Then, when you’re having a conversation or making a presentation, you’ll naturally address the concerns and goals they care about the most.

Speaking “Across”

Next up: How do you communicate with a complicated peer?

1. START WITH RESPECT.

​​In the case of a peer, you’re respecting a few things, including their autonomy as a human being, expertise, experience, knowledge, and finally, their lane or area of responsibility.

That means you don’t try to control them or do their job for them, and you don’t treat them rudely, even if they kind of deserve it. You can make suggestions, especially if their difficult behavior is causing problems for you, but you can’t really force them to do anything they don’t want to do. You can’t swoop in and demand they conform to your ideals.

In your conversation, make sure respect is at the forefront. Rather than saying, “You’re wrong,” say, “I have a different perspective. Instead of, “You messed everything up,” try, “Could you explain your thinking here?”

2. ASK REALLY GOOD QUESTIONS.

Since you can’t control them, you need to convince them. But you won’t convince them until you connect with them, and you won’t connect with them until you truly listen to them. In that complicated process, questions are your secret weapon. What do you think about this idea? How do you see this problem? Have you ever gone through something like this before? What do you think our goals should be in this situation? What would you suggest here? What dangers do you see? If you get them talking, they’ll often talk themselves right into thinking more highly of you, and that’s always a win.

Speaking “Down”

Whether you’re an executive, a manager, or anyone else tasked with leading complicated people, the good news is that your downline communication, just like the other directions we’ve discussed, can be improved with a little intentionality.

1. KEEP IT REAL.

Don’t beat around the bush. Don’t spin or sugarcoat things. People have brains and feelings, and they deserve to be treated like it. Whether you’re talking about a difficult topic or talking to a difficult person, remember they are intelligent and aware, and treat them accordingly.

In early 2024, Nike was forced to lay off over 1,600 people from their workforce. In a memo sent to employees, CEO John Donahue wrote, “This is a painful reality and not one that I take lightly.” He added, “We are not currently performing at our best, and I ultimately hold myself and my leadership team accountable.” He kept it real. That’s horrible news to have to deliver, and there’s no easy way to do it. But there is a clear, respectful, humble way to do it, and that is always the best road to take.

2. KEEP IT SIMPLE.

When you’re navigating a thorny topic, don’t use so much jargon that it feels like lawyers put it together with a splash of ChatGPT. You don’t want people to walk away from the message saying, “So what did they just say?” Whether you’re dealing with a challenging topic, person, or both, clarity is your friend.

3. KEEP IT INTERESTING.

Do you know what makes things interesting to people? When they see how it matters to them. Rather than just launching into numbers and charts, tell stories. Show human impact. Connect with people on the level of their motivations. What do they need? What do they want? What are they afraid of? What are they excited about?

4. KEEP IT HOPEFUL.

Give them a light at the end of the tunnel, especially when you’re communicating change or asking them to do something they aren’t super excited about. Help them see that the current challenge or hardship won’t last forever and that their effort, sacrifice, and growth will be worth it.

Ready to master the skill of collaboration?

Ryan Leak’s How to Work with Complicated People prepares you to build bridges with almost anyone – even the most picky, prickly, problematic people in your workplace. Discover how to…

• Detox from unrealistic expectations and get comfortable with complicated
• Communicate effectively in complex environments
• Embrace healthy disagreement as a tool to discover better solutions
• See challenging individuals as human beings to understand rather than problems to solve
• Set boundaries that let people into your world without letting them run your world

Order your copy here today and prepare to revolutionize your workplace relationships!

The post Communicating with Complicated: 7 Tips for 360-Degree Collaboration in the Workplace first appeared on Maxwell Leadership.

What’s Your Leadership Communication Style? How to Find and Improve It 9 Apr 2025, 12:54 pm

​Leadership thrives on effective communication. It’s the bridge that turns ideas into reality. Recognizing and refining your unique communication style is essential for inspiring your team, building trust, and driving meaningful action. When you master this skill, you can share your vision clearly, handle challenges gracefully, and create a workplace where everyone feels valued and motivated. So, taking the time to understand and improve how you communicate it’s a fundamental step toward becoming an exceptional leader.​

What Are The Different Leadership Communication Styles?

Reflecting on your communication approach is the first step toward impactful leadership. Consider the following styles and recognize which matches yours the most:

Exploitative Authoritative Communication Style

Leaders who adopt this approach often rely on intimidation and fear to drive results. While this may yield immediate compliance, it invariably leads to diminished morale and a breakdown in trust within the team. Such an environment stifles creativity and hampers long-term success.​

Benevolent Authoritative Communication Style

This paternalistic style involves leaders making decisions they believe are in the best interest of their team, with minimal input from members. Although it may create an appearance of harmony, this approach often results in underlying disengagement, as team members feel their insights and contributions are undervalued.​

Consultative Communication Style

Leaders employing this style actively seek input and feedback from their team but retain the final decision-making authority. This method fosters increased engagement and shows respect for team members’ opinions. However, it can inadvertently suppress innovation if not balanced properly, especially if team suggestions are consistently overridden.​

Participative Communication Style

This style emphasizes genuine collaboration, with leaders and team members sharing decision-making responsibilities. Such an approach cultivates trust, sparks innovation, and instills a profound sense of ownership among team members. When individuals feel genuinely involved, they are more committed to the collective goals and are motivated to contribute their best efforts.

How To Identify Your Leadership Communication Style

Improving your leadership communication skills and style involves intentional actions:

1. Assess Your Communication Style

Begin by evaluating your current communication methods. Consider how your messages are received and whether they align with your leadership goals. This introspection lays the foundation for meaningful growth.​

2. Gather Feedback from Your Team

Engage with peers and team members to gain perspectives on your communication effectiveness. Constructive feedback illuminates blind spots and offers opportunities for improvement.​

3. Commit to Ongoing Learning

Participate in training programs and workshops to enhance your communication skills. Maxwell Leadership offers tailored training programs that develop leaders who can articulate their vision, inspire their teams, and foster a positive and productive corporate culture.

4. Listen Actively to Strengthen Trust

Prioritize truly hearing your team members’ perspectives. Active listening fosters trust and ensures that your communication is two-way, enriching relationships and outcomes.​

Three Essential Skills for Leader Communicators

Effective communication drives action and inspires your team to achieve shared goals. In the Maxwell Podcast episode, “Becoming a Leader-Communicatior”, Mark Cole and Chris Goed explains that to communicate effectively, leaders must focus on these three essential components:

1. Develop the Message – A leader’s message should be clear, purposeful, and engaging. It should inform, inspire, and create a strong connection to the vision.
2. Deliver the Message – Communication must be understood and impactful. Tailor it to your audience, use storytelling to engage, and create space for meaningful dialogue.
3. Sustain the Message – Repetition builds momentum. Reinforce key ideas, lead by example, and keep the vision top of mind to maintain commitment and drive results.

Delve deeper into this discussion by listening to the podcast episode here: 

How Trust Shapes Your Leadership Communication

Trust is the bedrock of effective leadership communication. Without it, even the most well-crafted messages fall flat. When leaders communicate with honesty, transparency, and consistency, they create an environment where people feel secure, valued, and motivated to contribute. John Maxwell shares key principles that help build and maintain credibility:

Speak the Truth. “Just tell people the facts.” Honesty is the cornerstone of trust. When leaders communicate transparently, sharing successes and challenges, they foster an environment where team members feel secure and valued. This openness encourages others to reciprocate honestly, strengthening the team’s cohesion.​

Be transparent. Avoid hiding bad news; honesty fosters trust. Addressing issues head-on, rather than concealing them, demonstrates integrity and respect for your team. This approach builds trust and promotes a culture where challenges are tackled collaboratively, leading to innovative solutions.

Be consistent. “Do what you say you will do.” Reliability in actions and decisions reinforces your dependability as a leader. When team members can predict your responses and trust your commitments, it creates a stable environment conducive to productivity and morale.

Credibility is a leader’s currency; without it, you are bankrupt. Embodying these principles creates a culture of trust and integrity within your organization.

Read More: Is there a Formula for Building Trust with Your Team?

The Four ‘I’s of Leadership Communication

Trust sets the stage for effective communication, but leaders must also ensure that their messages are clear, engaging, and actionable. Strong leadership communication is built on four essential elements:

• Inform: Keep Your Team Updated: Regularly sharing information with your team prevents misunderstandings and fosters a culture of transparency. When team members are well-informed, they feel valued and are more likely to stay engaged.​
• Involve: Seek Input and Collaboration: Engaging your team in decision-making processes enriches the outcomes and boosts morale. Leaders who involve team members demonstrate trust and respect, leading to a more committed workforce.​
• Ignite: Inspire with a Compelling Vision: A leader’s vision serves as the beacon that guides the team. Maxwell challenges leaders to envision, “Imagine what could happen if we came together and sacrificed for this vision.” Such inspiration motivates teams to strive for excellence and overcome challenges collectively.​
• Invite: Encourage Active Participation: Inviting team members to participate in the journey actively fosters a sense of ownership. This approach ensures everyone feels integral to the mission, enhancing dedication and collaboration.

Elevate Your Leadership Communication with Maxwell Leadership

Understanding and improving your leadership communication style is a transformative journey that empowers you to inspire and lead effectively. At Maxwell Leadership, we offer tailored Leadership Communication Training designed to enhance your communication skills, enabling you to articulate your vision clearly and foster a positive organizational culture.

Subscribe to the Maxwell Leadership Podcast for ongoing insights and strategies to enrich your leadership journey. Together, let’s embark on this path to leadership excellence.

Contact us to start your journey in leadership communication

The post What’s Your Leadership Communication Style? How to Find and Improve It first appeared on Maxwell Leadership.

The Expectations Detox: 1 Shift to Help You Work More Effectively With (Nearly) Anyone 8 Apr 2025, 7:00 am

In his new data-driven book How to Work with Complicated People, speaker and bestselling author Ryan Leak shares powerful collaboration strategies so that you can work effectively with nearly anyone. This blog post has been adapted from chapter 3. You can pre-order your copy here.

One time when I was talking with a client, they kept saying, “Well, hopefully my boss will change.”

I replied, a little bit incredulously, “Why would that happen? What evidence do you have that makes you believe they are going to change when they don’t think they need to?”

The person just stared at me at first, then smiled. It was a sad smile. He and I both knew the boss in question wasn’t even trying to change. Rather than wasting time and energy on wishful thinking, this person needed to put the onus back on himself in this less-than-ideal situation.

We have to stop expecting people to change when they aren’t even trying to change. If someone is on a trajectory of self-improvement, there will be signs. They’ll send signals. They’ll pay for coaching, a gym membership, a conference, therapy, or professional development. They’ll read books or listen to podcasts. They’ll ask questions. They’ll actively leverage resources to grow.

A lot of people won’t do that, though, because they think, “I’m good. Everyone else is the problem.” Don’t mope around waiting for someone like that to change or meet your standards. You have higher standards for them than they do for themselves.

You know what can change?

Your expectations.

Your Expectations Shape Your Reality

Realistic expectations are key to any experience. Don’t expect the impossible and then act shocked if you don’t get it.

When it comes to dealing with people (all people, but especially certain ones), I cannot emphasize strongly enough the importance of setting the right expectations. That means assuming that some people will be reasonably or even unreasonably complicated.

I often do this when I’m about to have a phone call or meeting. I’ll remind myself, This probably won’t be easy or smooth. They probably won’t agree with me on everything. There might be some misunderstandings we’ll have to work through. But it’s okay if it’s complicated. We’ll just figure it out. It’s a healthy habit because it keeps me from linking my definition of a “successful” call or meeting to happy feelings or good vibes.

Something can be awkward and still be awesome. It can be messy and still be productive. As a matter of fact, it’s usually all of those things at once.

Whenever you’re interacting with another human, whether it’s face-to-face, in a meeting, via email, or on a video call, stop expecting that it will be easy, that they’ll see things your way, or that they will use only nice words and happy emojis. Don’t let someone arrive at “complicated” in your mind just because you expected them to be simple and they turned out to be human, or because you were in a hurry for a quick resolution but they brought up an objection to your idea, or because you assumed their response time would be the same as yours but they had other priorities.

In particular, stop surrendering your emotional stability to people who fail to live up to expectations you failed to communicate. Putting unspoken expectations on coworkers is like holding them to a secret contract they never signed. If you make your expectations the final arbiter of what is good and what is bad, who is easy and who is complicated, you’ve given your imagination way too much power—especially if you’ve never even taken the time to put those fuzzy, subjective inner standards into words before.

Author Donald Miller writes, “When you stop expecting people to be perfect, you can like them for who they are.” Some of us need to take a little pressure off and just allow the people around us to be themselves. (And some of them need to do the same for us… but that’s on them.)

Whenever you find yourself dealing with a complicated person, put yourself through a quick expectations detox, a reset, and make sure you’re expecting the right things.

IF THEY ARE THIRTY YEARS OLDER THAN YOU…

…is it reasonable to assume they’ll grasp technology as quickly as you?

IF THIS IS THEIR FIRST JOB OUT OF HIGH SCHOOL AND THEY’VE NEVER WORKED FULL TIME…

…is it logical to demand that they match your work ethic and knowledge level from day one?

IF THEY’RE GOING THROUGH A DIVORCE…

…is it even humanly possible for them to be emotionally balanced every moment of every day?

Having reasonable expectations is a protective measure for you. When you don’t align your expectations with reality, you set yourself up for frustration and even offense. That’s not fair to you or to them. Plus, if you hang your workplace satisfaction on whether other people make your life difficult or not, you’re going to be very unhappy. You’ll spend too much time and emotional energy focusing on how many times Boomer Bob or Millennial Madison got under your skin and on your nerves today.

So—and I say this kindly—get thicker skin. Get less-irritable nerves. Remember that most of them, most of the time, are just trying to survive too, so they probably aren’t going to be too focused on your pet peeves or hurt feelings. That doesn’t make them bad; it makes them human. Just like you.

Ready to master the skill of collaboration?

Ryan Leak’s How to Work with Complicated People prepares you to build bridges with almost anyone – even the most picky, prickly, problematic people in your workplace. Discover how to…

• Detox from unrealistic expectations and get comfortable with complicated
• Communicate effectively in complex environments
• Embrace healthy disagreement as a tool to discover better solutions
• See challenging individuals as human beings to understand rather than problems to solve
• Set boundaries that let people into your world without letting them run your world

Pre-order your copy here today and prepare to revolutionize your workplace relationships!

The post The Expectations Detox: 1 Shift to Help You Work More Effectively With (Nearly) Anyone first appeared on Maxwell Leadership.

Creating a Culture of Curiosity 2 Apr 2025, 12:58 pm

Curiosity isn’t a word that normally pops into our minds when we talk about leadership. We usually tend to focus on influence, or integrity, or competency. But I believe curiosity is a highly underrated skill. And just like any other skill, it takes practice to master.

At its core, curiosity is the desire to learn or know about something. I think sometimes we confuse listening with curiosity. While being a good listener is a part of curiosity, it doesn’t stop with just asking questions. When you’re asking questions, you’re trying to get the other person to prove they know something. But if you’re curious, you’re trying to learn something. It leads with the goal of learning more.

When a leader develops the skill of curiosity, it sends a message to their team that says, “While I have a point of view, I realize mine isn’t the only one. I would like to hear yours, because I’m teachable and I value what you think.” When leaders exhibit curiosity, they encourage others to have a point of view and share it.

So how can we develop curiosity? I believe there are a few easy ways we can improve it:

1. DEVELOP SELF-AWARENESS.

Curious leaders are self-aware and know their strengths and weaknesses. And they realize that while they know many things, they don’t know everything. Curiosity opens the door to say, “I want to learn, and I want to grow.” It’s a posture of humility.

2. CREATE A LEARNING CULTURE.

Leaders with a curious mindset view every experience—good, bad, or neutral—as a learning experience. What happened on the project that you didn’t expect? What went right, but also what went wrong? How could that conflict with a team member have been handled differently? Don’t be afraid to set the tone with your team of looking at things from all angles—not with a goal of pointing fingers, but a goal of being curious about what there is to learn for moving forward.

3. NOTICE WHAT (AND WHO) GOES AGAINST THE STATUS QUO.

Often, we bump up against people at work that tackle life differently. They go about their personal growth plans or professional tasks in a completely different direction or format than you do. Maybe they have a perspective or background that helps them see life differently; maybe being curious about their why and how will give you fresh perspective in the things that you face.

Looking for more corporate leadership insights to influence your leadership strategy?

Every week, Maxwell Leadership’s staff of industry-leading growth and development professionals releases free leadership resources for the benefit of you and your team. Our Executive Leadership podcast offers expert insights on today’s most pressing corporate leadership topics, while our Maxwell Leadership podcast highlights transformational influence.

The post Creating a Culture of Curiosity first appeared on Maxwell Leadership.

Don’t Let a Few Complicated People Define Your Workplace Experience 1 Apr 2025, 7:00 am

When it comes to email, I am an inbox-zero kind of guy. If I haven’t cleared my emails by the end of the day, I feel frustrated and borderline anxious. This obviously presents challenges at times because some emails are too complicated to be addressed quickly. I’ve noticed that all it takes is a few of these challenging, complex emails to make me mutter in disgust, “I hate this! Email is broken! Who invented the internet, anyway?” A handful of pesky messages sabotages my attitude and makes me feel like avoiding my inbox altogether.

The same thing can happen with complicated people. A few quirky, nasty, grumpy interactions at work can be enough to make us say, “I hate this! People are terrible. Who invented teamwork, anyway?” It’s all too easy to let a small minority of people define our entire workplace experience.

In our research on working with complicated people, we discovered something that I find both fascinating and hope-inspiring. Most of us (84%, to be precise) deal regularly with one to five complicated individuals. That’s a small number. You can count them on one hand. Without too much effort, you could name them, describe them, draw a picture of them, or make a voodoo doll to represent them, if you so wish.

My point is that there is a finite number of these people, and they don’t represent all of your workplace relationships. Not even close. The problem is that they tend to have an outsized impact. They’re like a pack of Chihuahuas that won’t stop barking when you’re trying to sleep: They disproportionately captivate your attention and escalate your frustration. Even though most of your coworkers, employees, bosses, and clients are probably decent human beings (if not downright awesome ones), you can jump to the conclusion that yappy Chihuahuas have overrun the world.

So, how can we keep one to five complicated people from hijacking our workplace experience? I’m glad you asked.

1. NOTICE EVERYONE, NOT JUST COMPLICATED PEOPLE.

Frustration will tend to make you hyperfixate on “the bad guys,” but most people are not bad. Calm down, step back, and take stock of the people around you. If you need to, you might even list the names of the people causing you the most grief. But don’t stop there. Notice and name the other people, too—the ones who make your job a joy, or at least don’t make it suck. If your focus is constantly and exclusively on the complicated ones, it will eventually poison your perspective. But if you can see and truly appreciate the countless individuals who are slightly but not terribly complicated (starting, of course, with your own complicated self), you’ll have a much better mental and emotional outlook.

2. MENTALLY PREPARE FOR THE MORE COMPLICATED ONES.

Don’t let them surprise you. You already know one to five people are going to be problematic today, so be ready for it. With emails, I flag the ones that are likely going to cause me a headache, and that helps me remember there are only a limited number of them. While it’s not socially acceptable to pin red flags on mean people, you can make a mental note that a particular person is likely going to require extra care. That way you aren’t lumping “all people” under the “complicated” category.

3. TODAY, GET JUST A LITTLE BIT BETTER AT CONNECTING WITH COMPLICATED PEOPLE.

You probably can’t turn your workplace nemesis into your BFF in a day. But can you get a little bit better at working with them? Starting today? Remember, they are having an oversized influence on the quality of your work life, so it stands to reason that any improvement—no matter how incremental—will improve that experience significantly. Instead of rolling your eyes and just wishing they’d get fired or move away, try taking small steps toward better connection. The good news here is that every step forward will inspire even more hope, and it will make the next step that much easier.

Think of the one to five people who are most challenging for you. Then ask yourself: Am I defining my entire work environment based on these few people, or am I noticing everyone? Am I prepared to interact with these individuals in a wise, intentional way? And how could I get better—even if it’s just a little bit—at connecting with them?

A day that ends with inbox zero is satisfying, but it doesn’t even come close to a day filled with healthy, productive interactions with people. Most of those emails will be forgotten by next month anyway. But the people you work with? They make all the difference.

On April 8th, join Ryan Leak for a free, one-time webinar to celebrate the launch of his new book, How to Work With Complicated People.

This virtual event will be a deep dive into the world of working effectively with nearly anyone (yes, even the coworker you’re thinking of right now). Register here to gain practical strategies for improving your connections – and ultimately, your results.

The post Don’t Let a Few Complicated People Define Your Workplace Experience first appeared on Maxwell Leadership.

Top Strategies for Improving Team Communication 26 Mar 2025, 9:17 am

Effective team communication does more than pass information along. It strengthens relationships, builds trust, and aligns people toward a shared purpose. A leader’s ability to communicate well can shape the culture of an entire organization. Some leaders make the mistake of thinking communication is about speaking well. Great communication, however, is about connection.

Every leader has a message to share, but not every leader knows how to ensure that message is heard, understood, and acted upon. How to improve team communication is not a question of volume or repetition. It’s about clarity, consistency, and the ability to listen just as well as you speak.

If you want to strengthen your team’s communication, start by developing your own ability to connect, listen, and adapt. Here are key strategies to help you communicate in a way that inspires action.

1. Make Communication a Leadership Priority

Strong communication doesn’t happen by accident. Leaders must be intentional about how they engage with their teams. John Maxwell often says, “Leadership is influence,” and influence is built through communication that connects.

Roddy Galbraith, an expert in leadership communication, explains that before a message resonates, leaders must first connect on a personal level. Team members need to know, like, and trust their leader before they fully engage with what is being said. That kind of trust is built over time and through meaningful interactions.

How to Build Stronger Connections Through Communication

• Be accessible and approachable. Leaders who isolate themselves struggle to influence their teams. Make yourself available for open conversations.
• Show empathy and understanding. People respond to leaders who genuinely care about their perspectives and experiences.
• Practice active listening. The best communicators don’t just talk—they listen.

Want to go deeper? Listen to the podcast episode “Communicate Like a Leader” for more insights. 

2. Listen More Than You Speak

The most influential leaders know that leadership isn’t about having all the answers. It’s about understanding the people you serve. When leaders dominate conversations, they leave little room for collaboration, innovation, and trust to grow. The more space you give others to share their thoughts, the more engaged and invested they become in the vision you’re building together.

Communication is often assumed to be about what is said. But real leadership happens in how well you listen. When a team member speaks, are you truly absorbing their words, or are you already preparing your response? Do you seek to understand, or are you waiting for your turn to talk?

How to Apply Active Listening in Leadership

• Practice active listening. Give your full attention. Make eye contact. Show that you are present in the moment.
• Summarize and reflect back. Say, “What I hear you saying is…” to confirm understanding.
• Ask clarifying questions. Dig deeper rather than assuming you understood correctly.
• Resist the urge to interrupt. Silence can be uncomfortable, but allowing space for others to finish their thoughts leads to more meaningful conversations.

When people feel heard, they feel valued. And when they feel valued, they give their best.

Read more: 3 Techniques for Active Listening

3. Encourage Open and Honest Feedback

A culture of open communication doesn’t develop unless leaders make it safe for people to share their thoughts. Many employees hesitate to speak up because they fear their feedback will be dismissed or lead to negative consequences.

Feedback fuels growth. It helps teams refine ideas, avoid mistakes, and move forward with confidence. Yet many employees hesitate to speak up. They fear judgment, retaliation, or simply believe their input won’t make a difference. A leader’s job is to create an environment where open and honest conversations are not just welcome but expected.

When team members believe they can speak candidly without fear of negative consequences, they will. This doesn’t happen overnight, but small actions make a big difference:

How to Create a Feedback-Driven Culture

• Use anonymous feedback tools. Some employees feel more comfortable sharing thoughts without attaching their names.
• Host open forums. Regularly invite discussion in meetings and demonstrate that feedback is acted upon.
• Prioritize one-on-one meetings. These provide space for deeper, more personal conversations where employees may feel more comfortable opening up.

One simple way to improve communication: Ask your team, “What did you hear me say?” This ensures that what you meant to communicate is what was actually understood. Learn more: Providing Constructive Feedback

4. Adapt Your Communication Style to Your Team

Not everyone absorbs information in the same way. Some people prefer direct conversations, while others need written communication. Some team members process information visually, while others rely on structured, analytical explanations.

A one-size-fits-all approach doesn’t work. Leaders who adapt their communication style to match the needs of their teams create more engagement and alignment.

Understanding Different Communication Styles

• Visual learners respond well to slides, charts, and illustrations.
• Analytical thinkers prefer structured logic and clear reasoning.
• Action-driven individuals engage with concise, results-oriented discussions.

Learning how to improve team communication means recognizing these differences and adjusting your approach accordingly.

5. Create Messages That Inspire Action, Not Just Awareness

The best communicators don’t just share information—they move people to act. Too often, leaders assume their job is done once they’ve delivered a message. But the real measure of leadership communication is what happens next. Did it spark action? Did it drive results? Did it inspire someone to step up?

How to Inspire Action Through Communication

• Give clear calls to action. Whether in meetings, emails, or conversations, always define the next step.
• Reinforce messages through repetition. A message heard once is easily forgotten. Repeat it until it sticks.
• Encourage ownership. Empower team members to take responsibility for outcomes rather than waiting for direction.

6. Overcome Fear and Help Others Find Their Voice

Speaking up can feel intimidating, even for leaders. Many hesitate to address their teams, and plenty of talented people hold back their ideas out of fear. But confidence in communication grows with practice. The more someone steps forward, the easier it becomes.

Encourage small moments where team members can share their thoughts, whether in meetings, brainstorming sessions, or casual discussions. Offer support and feedback, not pressure. A leader who shares their own early struggles with communication shows others that growth happens over time.

How to Help Your Team Communicate with Confidence:

• Create a safe space where sharing ideas feels comfortable
• Acknowledge effort, not just polished delivery
• Give opportunities for team members to lead discussions
• Set the example by speaking with clarity and encouragement

When people feel supported, they find their voice. Over time, communication becomes a strength, not something to fear.

7. Be Consistent—Credibility Builds Over Time

Trust in leadership comes from steady, reliable communication. When messages shift too often, it creates uncertainty. But when a leader reinforces core values, follows through on commitments, and remains present, confidence in their leadership grows.

Clear and consistent messages help a team stay focused. Sharing expectations regularly, repeating key ideas, and aligning words with actions create a strong foundation. People don’t just listen to what a leader says—they watch what they do.

Ways to Build Consistency in Communication:

• Repeat key messages so they become second nature
• Follow through on commitments and explain changes when needed
• Stay engaged and visible within the team
• Make sure actions reflect what is communicated

A steady message creates stability. When people know what to expect from their leader, they feel more connected and aligned with the vision.

8. Keep Growing as a Communicator

Great leaders never stop learning, and communication is no different. Every conversation, presentation, or team meeting is a chance to refine the way ideas are shared.

The best way to grow is through awareness. Pay attention to how messages land. Ask for feedback. Study great communicators and practice refining your approach. 

Simple Ways to Improve Communication:

• Ask for honest feedback from trusted colleagues
• Observe skilled communicators and take note of what works
• Record yourself speaking and look for areas to refine
• Stay flexible and adapt to different audiences
• Invest in leadership communication training or executive coaching for deeper learning and personalized guidance

Growth happens in the effort. Leaders who stay open to learning and refining their communication build stronger teams and inspire greater impact.

Master Communication with Maxwell Leadership

Strong leadership starts with intentional communication. When leaders listen actively, encourage open feedback, adapt their style, and inspire action, they create teams that are more engaged and aligned with their vision.

For those who want to take their communication skills further, Maxwell Leadership’s Leadership Communication Training provides the tools to help leaders speak with clarity and confidence. Whether through hands-on coaching, proven frameworks, or real-time feedback, this training helps leaders connect, inspire, and lead more effectively.

For more insights on leadership growth, subscribe to the Maxwell Leadership Podcast, or take the next step with our Executive Coaching Program to strengthen your leadership skills and create lasting impact.

Join our Leadership Training Today

The post Top Strategies for Improving Team Communication first appeared on Maxwell Leadership.

4 Approaches for Working with Complicated People 25 Mar 2025, 7:00 am

In his new data-driven book How to Work with Complicated People, speaker and bestselling author Ryan Leak shares powerful collaboration strategies so that you can work effectively with nearly anyone. This blog post has been adapted from chapter 1. You can pre-order your copy here.

Think about all the people who cycle through your workday: clients, customers, coworkers, bosses, employees, executives, independent contractors, partners, shareholders, members of the media, competitors, consultants, auditors, board members, donors, inspectors—the list is almost infinite.

If you work with people in any capacity—which includes pretty much anyone with a job—some of those people are not going to be easy to figure out. They have issues. They have quirks. They have dark sides and downsides.

In every workplace, while you’re trying to navigate change, pursue audacious goals, and manage your work-life balance, there lurks a more daunting challenge: dealing with complicated people.

You know the types. The overbearing boss who can’t decide if they’re a micromanager or an absentee leader. The colleague whose mood swings could give the stock market a run for its money. The client whose demands rival those of a diva on a world tour.

Welcome to the wild, wild world of working with complicated people—a journey as unpredictable as it is unavoidable.

When it Comes to Complicated People, You’ve Got Options

So, what are you going to do about it?

While there are countless strategies you might employ to deal with complicated people, these strategies can be divided into four general categories:  

OPTION 1: AVOID THEM.

What is the easiest way to deal with a difficult situation? Pretend it doesn’t exist and hope it goes away. When faced with someone who baffles you, you might think: If I avoid them, maybe they’ll leave me alone. If I ignore them, I won’t have to deal with them. Problem solved.

I get it. Ignoring or avoiding someone might provide short-term relief. Plus, by choosing not to engage, you might even believe you’re keeping the peace or preserving your energy.

The problem is that life doesn’t really work that way. Avoiding or ignoring issues doesn’t actually solve them. Most of us are stuck with these complicated coworkers, bosses, or employees anyway, so we can’t ignore them even if we want to. They’re in the next office over, or they are our direct report, or they just got promoted to office manager.

Avoiding problematic people might be a temporary fix, but it isn’t a viable long-term solution.

OPTION 2: CHANGE THEM.

This is often our go-to strategy. When we have creative brainstorming meetings with ourselves to plan how we’re going to deal with a complicated person, our brightest idea is usually to get them to change and think more like us. Then, in subtle ways, we pull, push, and prod them toward our preferences. There is a word for that, and it’s a word no one wants to describe the way they work: manipulation.

Trying to change someone is an option, but I don’t necessarily think it’s a smart one. You’ve probably been on the other end of being pulled, pushed, and prodded in a direction you didn’t want to go, and I’d be willing to bet it didn’t feel good. The arm-twisting strategy rarely works because nobody likes having their arm twisted. 

Plus, it’s really not possible to change people from the outside. It’s hard enough to change yourself, and you’re on board with your own ideas. It’s pretty much impossible to talk someone else into changing something they don’t want to change.

Genuine change is a personal journey, and no one likes to be coerced or manipulated or gaslit into it. So, while changing them is technically an option, I don’t think that movie ends with them wanting to work with you.

OPTION 3: CANCEL THEM.

I was working with a leader one day, and I asked him about a previous employee I considered to be a mutual friend of ours. He said, “Them? Oh, they’re dead to me.”

His response surprised me. Dead? Really? What did they do to merit the cerebral and emotional funeral you gave them?

In an age of digital interactions and fleeting relationships, “canceling” someone has become as casual and common as declining a Facebook event invitation. It essentially means writing off anyone who doesn’t agree with you or whose opinion doesn’t align with your worldview. This could mean cutting ties, no longer being on speaking terms, ending the relationship altogether, or, even worse, advocating for their exclusion from groups or the company. It can easily move from you canceling them to you believing everyone else should join you.

While there are certain situations in which setting boundaries or cutting ties is necessary for your well-being, using cancellation as a primary strategy is limiting, to say the least. Using disconnection as a default isolates you from a work community you could be collaborating with to make your job a better place to work. When you shut out people who have different ideas and beliefs, you halt your development, sabotage healthy dialogue, and perpetuate division.

Again, it’s an option—but it’s not a healthy one.

OPTION 4: UNDERSTAND THEM.

This isn’t the easy option. It is the growing option, though. Embrace the chaos, my friend. Consider the most complicated person you work with and look for a way to approach them, understand them, and connect with them. I know it may be hard, but you don’t seek out resources about how to do easy things. The ability to learn to do hard things is what separates elite people from normal people and great leaders from average ones.

Understanding people better is a learned skill, and that’s good news. Why? Because it means you can get better at it. You can grow in it. While it’s difficult to move toward someone you’d rather move away from, if you want to excel and be effective in your life and career, becoming competent at connecting with different kinds of people is one of the key skills that will help make that happen.

Choosing the option to understand complicated people allows you to initiate open dialogue, ask questions without judgment, and actively listen. It enables you to see the world through their eyes, and that makes your world bigger.

​​Think about a time you’ve been misunderstood. Can you remember what it felt like to be in that position? Maybe your boss didn’t appreciate your ideas on a project, your coworkers didn’t like how you did your job, or an employee who worked for you got mad about a decision you made. At that moment, what did you wish they would take the time to do? Listen to you. Understand you. Give you the benefit of the doubt. Untangle your “complicated” and see the world through your eyes.

You probably didn’t expect them to completely agree with you (although that would have been nice), but you at least wanted them to engage with you from a place of authenticity rather than dismiss you with a label or a laugh.

Let’s extend that grace to others. In a complicated world, the best thing we can do is try to understand each other.

On April 8th, join Ryan Leak for a free, one-time webinar to celebrate the launch of his new book, How to Work With Complicated People.

This virtual event will be a deep dive into the world of working effectively with nearly anyone (yes, even the coworker you’re thinking of right now). Register here to gain practical strategies for improving your connections – and ultimately, your results.

The post 4 Approaches for Working with Complicated People first appeared on Maxwell Leadership.

Increasing Our Influence 19 Mar 2025, 7:00 am

Leadership is influence. It’s not about your title, your tenure, or your talents. It’s influence. We hear that, and logically we believe it… but do we act on it? And how do we increase our influence, anyway?

Before we can maximize influence, we need to start with understanding the five levels of leadership. This is one of the foundations of Maxwell Leadership, and in a nutshell, it’s recognizing that your growth in leadership builds one step on top of the other—position, permission, production, people development, pinnacle. Once we know the levels and how they build on each other, we’re ready to embrace influence.

There are a number of ways we can develop influence among those around us, but let’s start with two main buckets: internal steps and external steps. I think these two buckets can guide us in the right direction, setting us on a growth course of influence.

Internal Steps

These are the things we can focus on in ourselves, characteristics that we can develop that naturally attract influence as we grow.

Here are a few internal characteristics we should start with, since we’re not able to give what we don’t have!

1. INTEGRITY: MATCHING YOUR WALK WITH YOUR TALK.
This isn’t just being honest or having high character; it’s practicing what you preach to your team and those around you. People notice when we don’t practice what we preach, and it crushes our credibility and influence. It has to matter to us that we do what we say, because it matters to those around us.

2. LISTENING: BECOMING AN ACTIVE LISTENER.
This is so key in building influence. When you value what people say, they value you. It’s that simple. Giving people space to process, to ask questions, and to hear what’s really being said behind the actual words spoken is an emotionally intelligent characteristic that is rare but valued higher than almost anything else.

3. UNDERSTANDING: APPRECIATING OTHER POINTS OF VIEW.
Are you able to understand points of view that are different from yours? Or do you listen only so you can debate and argue your side? Are you able to put yourself in someone else’s shoes to see where they are coming from? Developing understanding goes a long, long way in becoming influential.

Add Consistency and Self-Awareness

Consistency breeds trust. If we want to expand our influence, we must show up the same way across all environments. That doesn’t mean we never grow—it means people can rely on our character no matter the situation. The more emotionally aware and grounded we are, the more dependable our leadership becomes. And dependable leaders become trusted leaders.

External Steps

These are the characteristics that will help grow those around us, thereby increasing our influence.

A few we should focus on are:

1. ENLARGING: HELP OTHERS BECOME BIGGER.
There’s a true joy in helping people find and then fulfill their true potential. Knowing their career aspirations, family aspirations, goals, and dreams, and then doing what I can to help advance them, is not only a pleasure, but it also builds influence! It helps others know you care about them holistically, not just professionally.

2. CONNECTING: INITIATING POSITIVE RELATIONSHIPS.
We have to touch hearts before we can guide hands. Connecting with others before asking anything from them is vital to building influence. There is power in truly knowing and caring for others—not to be manipulative or to get them to do something, but because it benefits the collective.

3. EMPOWERING: SECURE LEADERS GIVE POWER TO OTHERS.
Do you want to see things work without you, or see things work because of you? An insecure leader has trouble letting go of power, but a secure leader realizes success can happen because of their influence, regardless of if they are present or not.

Build Influence Through Consistent Action

We don’t develop influence overnight. It grows through a pattern of consistent behaviors—especially when no one’s watching. Influence grows every time we keep a promise, respond with patience, or recognize someone’s effort. Those daily, seemingly small decisions shape how others experience our leadership over time.

Everyone deserves to be led well. But our motives for why we want to lead and have influence have to be pure. And in order to create powerful, positive change with our people, our teams, our families, and our organizations, we have to have the right motive around influence.

Looking for more corporate leadership insights to influence your leadership strategy?
Every week, Maxwell Leadership’s staff of industry-leading growth and development professionals releases free leadership resources for the benefit of you and your team. Our Executive Leadership podcast offers expert insights on today’s most pressing corporate leadership topics, while our Maxwell Leadership podcast highlights transformational influence.

The post Increasing Our Influence first appeared on Maxwell Leadership.

How to Motivate Your Team During Challenging Times 12 Mar 2025, 5:25 pm

Every leader will face seasons where the weight of responsibility feels heavier than usual. The energy in the room shifts, challenges pile up, and the team’s momentum slows. It’s in these moments that leadership is tested.

Anyone can guide a motivated team when things are going well. But what happens when motivation fades? When the team loses sight of the vision? When progress stalls, and people start questioning whether their efforts even matter?

This is where leadership steps in—not with force, but with inspiration.

Motivation Starts with You: The Power of Self-Motivation

A leader’s energy is contagious. When you bring enthusiasm and clarity, your team picks up on it. When you bring discouragement or hesitation, they pick up on that too.

Waiting for motivation to strike is like waiting for the weather to be perfect before you step outside. If you allow circumstances to dictate your mindset, you’ll always be reacting instead of leading. The best way to inspire your team is to become self-motivated. Read more about Sources of Self-Motivation. 

John Maxwell often shares the story of successful leaders who take full ownership of their motivation. They don’t wait for inspiration. They cultivate it by anchoring themselves in purpose, discipline, and personal growth.

When leaders embody this kind of motivation, it transforms the workplace. Teams respond not just to what is said but to how it is lived out. If you want a motivated team, start with yourself.

For deeper insights on how leaders inspire effort, listen to John Maxwell’s podcast episode, Motivation – How Leaders Inspire Effort.

How to Motivate Your Team as a Leader 

Motivation is not about pushing people forward. It’s about helping them find their own reasons to move. When leaders understand what fuels their team, they create an environment where people stay engaged—not because they have to, but because they want to.

1. Perspective: Understand What Truly Drives Your Team

Many leaders make the mistake of assuming their team is motivated by the same things that motivate them. But people are wired differently. Some are driven by achievement, while others seek purpose. Some need recognition, while others thrive on autonomy.

John Maxwell explains it this way: You don’t lead a horse to water—you make the horse thirsty. People take action when they have their own reason to do so. The role of a leader is to help them uncover what fuels their motivation.

One of the most powerful ways to understand your team is through questions.

Ask them:

• What do you cry about? What challenges or setbacks affect them deeply?
• What do you sing about? What excites them and brings them fulfillment?
• What do you dream about? What long-term goals or aspirations do they have?

When leaders take the time to understand what truly matters to their people, motivation shifts from being an external push to an internal drive.

2. Perceptive: Adapt to Changing Motivations in Your Team

What motivates someone today may not be the same thing that motivated them last year. Life experiences, career progression, and personal values shift over time. A great leader recognizes these changes and adapts accordingly.

John Maxwell shares a common example. A high-achieving employee may start their career driven by financial incentives, but over time, they might become more focused on flexibility, personal growth, or work-life balance. A leader who doesn’t recognize this shift might continue using outdated motivational tactics, missing opportunities to keep that person engaged.

Practical ways to stay perceptive:

• Regularly check in with your team’s evolving goals
• Offer development opportunities that match their current aspirations
• Pay attention to changes in their engagement and adjust accordingly

3. Persistence: Encourage Your Team to Push Through Challenges

Success is often closer than it appears, but many people give up just before reaching it. John Maxwell reminds us that the last step of a race is what counts. Some of the best opportunities are missed simply because people quit too soon.

When challenges arise, teams need a leader who encourages them to keep going. Not through pressure, but through belief.

Ways to foster persistence in your team:

• Shift the focus from setbacks to progress
• Reinforce the difference between required effort (the minimum) and inspired effort (going beyond expectations)
• Recognize even small wins to keep momentum going

Great leaders don’t just tell their teams to keep going—they show them why it matters. When people feel their work has purpose, they are more willing to push through obstacles.

4. Persuasion: Motivate Your Team Through Influence, Not Control

People don’t want to be forced into action. They want to be inspired to take action on their own.

John Maxwell teaches that persuasion comes through relationships, not control. A leader who manipulates gets compliance, but a leader who persuades creates lasting impact.

The difference between manipulation and persuasion:

• Manipulation is about forcing an agenda that serves the leader.
• Persuasion is about helping people see how taking action benefits them.

Instead of saying, “You have to do this,” try asking, “How will this help you grow?” When people feel ownership over their work, motivation becomes internal rather than external.

Strengthen Your Leadership with Maxwell Leadership

Great leaders don’t push motivation. They cultivate an environment where people naturally feel inspired to take action. When leaders communicate with clarity, understand what drives their team, and lead with both persistence and influence, motivation follows organically.

Maxwell Leadership’s Leadership Communication Training gives leaders the tools to communicate effectively, inspire meaningful effort, and build a culture of collaboration. Through interactive workshops and coaching, you’ll gain the confidence to articulate your vision and lead with greater impact.

Ready to grow as a leader? Enroll in our Leadership Communication Training, explore our Executive Coaching Programs, and subscribe to the Maxwell Leadership Podcast for insights that will help you lead with purpose.

The post How to Motivate Your Team During Challenging Times first appeared on Maxwell Leadership.

How to Earn a Seat at the Table 5 Mar 2025, 8:00 am

We hear this all the time in our line of work, that people want a seat at the leadership table in their organizations. I hear it all the time in my own organization!

And here’s the thing—I love that someone has that aspiration. At the same time, I wonder what’s going on behind the scenes to earn it. Are you speaking up? Are you stepping up? There’s a matter of motive and it’s incredibly important. What’s the motive behind wanting a seat?

Do you want to be seen, or do you want to add value?

Plenty of people want to be at the table to be seen, but we quickly learn those people don’t stay seated there long. The table isn’t there for everyone to puff their chest to prove who’s more worthy. The leadership table is there for leaders to strategically work together across departments and divisions in order to make progress toward the overall mission and goal.

Again, do you want to be seen, or do you want to add value?

If you truly want to add value, I think there are three key ways you truly earn a seat at the table.

1. INFLUENCE OVER TITLE

The influence you carry regardless of your title or position will earn you a seat. You aren’t entitled to be there just because of some letters before or after your name. Rather, how much do you positively impact those you work with? Do your presence and opinion carry clout? Focus on what you can add to those in your immediate sphere instead of what you deserve to have, and you’ll gain influence.

2. BIG PICTURE VIEW OVER PROTECTING YOUR TERRITORY

What is the main goal and mission of the company? In what direction are they headed? We can tend to get very siloed, focusing on our own department – and when we do that, we hold onto sacred cows that maybe are holding the company back as a whole. Many times when I was seated at the table, some decisions were made that may have not been beneficial for my personal team, but were absolutely the right decision for the enterprise as a whole. When your focus is the big picture, you will earn a seat because of your alignment with the mission.

3. HAVE A VOICE, BUT ALSO A SERVICE MINDSET

Have your own point of view, and have the boldness to share it. You can’t come to the table and wait to hear everyone else’s point of view and then just agree. You’re invited to the table when you’re willing to share your perspective, even if it’s disagreement shared with tact and grace. Don’t be contrarian just for the sake of disagreeing, but be willing to own your point of view and explain why you feel that way. At the same time, having a seat at the table isn’t about your ego, importance, or status. Come to the table with confidence and boldness, but with humility. Come to the table knowing the value you add, but for the good of the team that’s already seated there. Use your gifts to serve the mission of the organization, not to serve yourself. Tim Elmore says it so well: “Go to the table and talk like you’re right, but listen like you’re wrong.”

BONUS: CONSISTENCY THAT BUILDS TRUST

Earning a seat at the table isn’t a one-time performance—it’s built over time. Do your teammates trust you to show up with integrity even when things get tough? Are you dependable, day in and day out? Consistency isn’t flashy, but it’s one of the strongest traits that leaders at the table carry. You don’t have to be perfect, but you do have to be steady. Your reputation over time becomes your invitation.

BONUS: ADDING VALUE BEFORE YOU’RE INVITED

Here’s something that often gets overlooked: you can act like a leader before you ever get the title. Start asking good questions. Start bringing insights. Start supporting cross-functional goals. When you show up already adding value—without waiting for permission—it becomes very hard not to pull you into bigger conversations. The seat often comes after the contribution.

I love when team members have the desire, drive, and initiative to want a seat at the table. I want people like that on my team! We should always strive to grow. What we want to make sure of, though, is that we’re going about it the right way.

What ways have you seen people earn a seat at the leadership table well where you are?

Looking for more corporate leadership insights to influence your leadership strategy?
Every week, Maxwell Leadership’s staff of industry-leading growth and development professionals releases free leadership resources for the benefit of you and your team. Our Executive Leadership podcast offers expert insights on today’s most pressing corporate leadership topics, while our Maxwell Leadership podcast highlights transformational influence.

The post How to Earn a Seat at the Table first appeared on Maxwell Leadership.