Communication Styles
Introduction to Ethical Leadership
Interview
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Subject: Interview Request for
Leadership Communication Project
Hi
David,
I
hope you are doing well! At the moment, I am working on a class project, which involves
interviewing a mentor or leader about how they communicate in an online and
face-to-face environment. I immediately thought of you as my primary contact
person since I got the chance to learn from you through the mentorship we once
had, during which you demonstrated strong leadership and excellent
communication.
Would
you be available for a 20–30 minute interview sometime this week or next? It
can be face-to-face, on the phone, via video call, or any other convenient
communication method. The following is actually for a class activity and will
not be published.
Please
let me know when it works best for you, and thank you so much; I appreciate
your time.
Thankyou,
Interview
Questions for David, Senior Project Manager at TechNova Solutions
How would you characterise your
communication style as a leader or mentor?
It
is calm, clear, and supportive of changing a client's behaviors. As much as I
am unassuming when creating pieces, I always make a conscious effort to
determine how the message will be received.
How do you adapt your tone and
approach in digital vs. in-person communication when managing projects?
I
rely on body language and intonation to make the message less harsh in person.
On the digital level, I say it with pronunciation—intentionality of words—and
it even adds warmth by starting the conversation with positive words or closing
with positive words.
Do you have a case where empathy
assisted you in leading your team or in solving a conflict?
One
of the team members missed a deadline, and instead of responding aggressively,
I demanded to know where and when he was. It turned out they were overwhelmed
at home. After that, we managed the number of tasks that individuals or groups undertook
and increased trust.
How do you communicate clearly and
compellingly with remote or hybrid teams?
I
use video calls when possible, send a summary of the conversation after the
call, and attempt to remain formal but still personable. I also check in
personally now and then.
What strategies can one employ when
giving feedback to ensure that the message does not discourage others?
I
always approach it from the desire to help the person grow. I’m honest but
respectful—“This didn’t meet expectations, but here’s how we can fix it
together.”
How do you communicate authentically,
especially when delivering difficult news or feedback?
I
do not let them linger. I quickly elaborate, often with the question to make a
call, or rephrase what I said in more detail. It is possible to misunderstand
the tone of a conversation on the internet.
How do you approach communication
differently when mentoring someone versus managing a team?
I
have developed the habit of listening to them first and then helping them grasp
what has caused the problem and how it can be solved. I give some advice, but I
rarely impose my decision on them.
Have you had any instances when
knowledge of context saved you from or assisted in solving misunderstandings?
In
implementing these tasks, I consider word choice, tone, and level of the reply.
If the situation feels slightly uncomfortable, I will intervene immediately.
What role does listening play in your
communication style?
I
am dependable, a person of my word, and always set aside a dedicated time slot
to listen to the other person.
What is one communication strategy
you think every new leader should develop?
We
should listen more than we speak. Adapt your tone to the person and the medium.
Always approach with kindness, for this makes other things easier.
Interview
Summary
My
subject for this interview was David Ramirez, a senior project manager at
TechNova Solutions and a former boss of mine. Considering his years of
leadership experience at a high-speed startup, David explained how he interacts
face-to-face and virtually. Some of the behavioural attributes he mentioned
were relaxation, articulation, and encouragement; he revealed that his primary
concern is how he utters something, and how his audience will likely take it.
David
emphasized the significance of controlling the tone based on the setting. In
face-to-face communication, he can also use gestures while speaking, and the
tone in which it is conveyed is always positive. He can always respect the
audience. In digital communication, he can also be particular with his choice
of words and goes out of his way to avoid being rude. He uses follow-up
statements and signs off with affirmative words to set a positive mood for the
interaction.
Empathy
is one of the leadership qualities that fits well in describing David. He
indicated a time when one of the team members failed to meet a particular
deadline. Instead of
reacting with frustration, he first sought to understand the reason behind it. Personal
problems affected the employee, and under David’s leadership, arrangements were
made to redistribute work and help the affected persons. It also helped rebuild
trust and efficiency among the different team players.
Because
of possible misunderstandings common in remote and hybrid teams, David prefers
video calls and sends summaries in writing. He also chatted casually to ensure
that social interaction between him and them is ongoing. He focuses on growth rather than
blame when giving feedback, framing it as a collaborative effort: “This didn’t
meet expectations, but here’s how we can fix it together.”
David
differentiates between coaching and mentoring. During mentoring, he subjugates
hearing to his own actions, makes the mentee undergo some thinking, and makes
suggestions that do not require him to impose decisions. Maintaining the
authenticity and context of the message is very important to him, and he often
prefers to act promptly if something has angered him.
For
new leaders, David’s words are spot on: you should learn to listen more than
talk and adjust the tone to the person or the medium. The kinds of
communication aimed at are compassionate, considerate, organized, and
effective, which are evident in his leadership.
Reflection
This
interview gave me valuable insights into how good thinking can help foster good
communication and influence leadership. The concrete examples from David’s
management style and the stressing of empathy, the chosen tone, and
context-awareness made me understand that leaders do not merely provide
instructions; they also cultivate meaningful connections and confidence. His
sensitivity to conflict resolution and feedback was something that I admired
most.
Moving
forward, I would like to adopt some of David’s strategies to improve my
leadership development. I will practice active listening in my work and do my
best to adjust my tone based on the given context while being empathetic
towards my employees. Whether working in person or remotely, I want to occupy a
place where people feel comfortable and listened to, as has been the case with
me in cooperation with David.