The role of communication leadership in strengthening the strategic management of organizations

In times of so much knowledge and experience, managing teams and filling strategic positions has become more and more difficult, after all, how do you keep the team cohesive around the same purpose in this era of transformation, especially with remote work?

More and more employees expect much more from their bosses than just a managerial job: they especially seek to learn, lead, and inspire.

To be an inspiring leader, knowing how to communicate is one of the key principles. Through him values ​​become shared, expectations align and results become apparent.

No communication field alone solves management problems, no lonely leader works miracles without the support of Corporate and Governance Guidelines.

In this article, you will delve into management challenges in the age of digital transformation, understand the pillars of leadership, learn how to be a communicative leader, and learn how to use Leadership 4.0 to improve your management.

Management challenges in digital transformation

The future has come and we need to be prepared as leaders but above all as employees of companies in general. In everyday work, the use of bots, artificial intelligence and chatbots is increasing, with processes being automated.

The use of game language, solutions focused on user experience (UX) and mobility are decentralizing company operations, making managing people more difficult, as traditional structures and organizational charts have been affected.

Digital transformation can be considered as the sum of the processes of change arising from the integration of new technologies into the world of work. Therefore, management 4.0 acquires other challenges in this period, such as:

– Managing remote teams.

Dealing with professionals from different backgrounds.

Generational conflicts within companies.

Understanding behavioral variables.

The end of traditional organizational charts.

The emergence of a more horizontal corporate culture.

communicative leadership

Data from IDC Future Scape (2021) indicates that the main impacts of digital transformation on organizations will be the cognitive impact of these technologies on routine activities, many of which will be carried out by robots and artificial intelligence.

The Fourth Industrial Revolution, which was characterized by the use of technologies and artificial intelligence not only in the work environment, but also in the daily life of employees, has transformed the global scenario into a more competitive environment for companies.

Organizations must be ahead of their times and quickly commit to this new culture, in implementation models that feature agile methodologies, such as SCRUM.

In addition to new technological and business models, mindsets have emerged that leaders need to deal with. One of the main points we will advocate is that digital transformation goes beyond business impacts and that communicative leadership is more than just a “channel.” It consists of a profound movement, which is also changing the teaching and learning processes and organizational culture.

More than believing in the fallacy that a communicative leader is merely a critical “channel” to business impact, he recognizes that digital transformation is a profound movement, which is also transforming teaching and learning processes and organizational culture.

In this sense, the manager must not only possess technical skills and a vision focused on business and results, but also have an educational role: making his organization realize that digitizing processes and projects is a path of no return.

How to be a communicative leader?

In addition to knowledge of agile technologies and methodologies, the communications leader of our time needs digital ingenuity and knowledge of how to work in networks and use platforms that integrate humans and robots.

Also according to Gartner (2021), in the next decade, managers will include artificial intelligence as the focus of investment priorities in areas, along with the demands of data science, market research, and information technology.

In this context, to be a communicative leader, technical, behavioral and even cognitive changes will be necessary, among which are:

– get a collaborative view of operations;

Enhancing the idea of ​​cooperation and joint creativity in projects and activities.

Understand how digital communication with stakeholders is vital to the future of business;

Strive to integrate agile, innovative and creative solutions into everyday life.

Take a place in the administration

By bringing together communication, management and corporate governance, we have been able to define the role of communicative leaders, who should not be seen as “channels”, but as partners for strategic action.

In this way, we can develop company programs, in line with senior management, in which there are projects, such as communicative leadership, whose role is to:

Understand the role of communication in the company.

Re-design the internal communication to be the leader as an ambassador and partner.

Respect the idiosyncrasies of each region, each unit, and each commander. Strategic matters cannot be treated as if we were communicating with everyone at the same time.

Characteristics and capabilities

For a leader to be a communicator, he needs to focus on his strategic role not only in managing operations and implementing projects, but also in spreading the company’s values. Efficiency in internal communication and in exchanging information between teams depends on the leader’s ability to communicate and publicize what he receives from the board with others.

The lack of exchange between sectors and the retention of strategic information among a few of them creates a climate of insecurity and mistrust, which has led to the growth of parallel communications, known as the “radio corridor”. To reverse this situation, it is necessary to understand their motivations and assume that the communicative efforts of an area do not always translate into texts and materials that engage and motivate employees.

A leader, along with communications/marketing and people management, is vital for us to work on key and collaborative messaging and strategic narrative.

Communication with Teams including cross-boarding, strategic areas, people management and marketing. People trust people, so a leader is vital to strengthening internal communication.

Improving communication in management

Motivation and engagement go beyond communication and presuppose active action to see the employee as a vital part of the company’s operations. To communicate well, a leader needs to:

1- Commitment to the mission of the company and its role in the exchange of knowledge.

2- Being humble in listening and being open to criticism.

3- To have a good relationship with the company’s other sectors.

4- Getting to know the key personnel in each sector and bringing them closer to the contact area, so that they can update information about strategic projects;

5- Be close to the team and hold periodic follow-up and feedback meetings.

6- Estimating the role of internal communication in the personnel management process.

7- Has an interface with human resources.

8- Creating physical and virtual spaces for discussion, criticism and suggestions.

Communicative Leadership 4.0

In this sense, we can say that one of the cornerstones of Leadership 4.0 is the ability to coordinate teams, processes and projects in the era of digital transformation.

Like a conductor, Conductor 4.0 needs to know how to handle differences and pluralism in an orchestra, have a speed of learning, emotional intelligence, ability to make quick decisions, focus on people along with outcomes, interpersonal and conflict management skills, as well as a profile Very innovative.

Beyond just the idea of ​​production processes, team task plans, management procedures, evaluation and control techniques, Leader 4.0 will need to know how to handle less hierarchy and a more collaborative spirit, have a transparent attitude, share knowledge, constantly evaluate their own work and team work and know how to manage changes .

Should we develop communication leaders?

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