How to help leaders talk about the things that matter in a way that sounds clear, confident and human

How to help leaders talk about the things that matter in a way that sounds clear, confident and human.

Try this.

Go somewhere quiet where you won’t be overheard. Then, without using any notes, say out loud in two or three sentences what your organisation does and how it helps people.

Not the official version from the website. Not the strategic narrative from the slide deck.

Just say it in your own words, like you would in a normal conversation.

How did you get on?

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For many leaders, this is where things start to wobble. They know the work. They understand the strategy. They may believe in the purpose, the values and the direction of travel. But knowing something is not the same as being able to say it clearly.

But knowing something is not the same as being able to say it clearly.

That is the bit we often miss. Leaders are given the email, the slide deck, the briefing note or the official wording, then expected to go out and make the message land. Sometimes they are asked to do this before they have fully absorbed it themselves.

So when someone asks, “What does this actually mean?”, the answer can become too long, too vague or too full of corporate language.

And that matters.

Because leadership communication does not only happen in formal presentations. It happens in team meetings, one-to-ones, client conversations, supplier meetings, networking events and quick questions from colleagues who want to understand what is going on.

If a leader needs 15 minutes to explain what the organisation does, or has to reach for words that sound borrowed from a strategy document, the message loses energy.

People do not just need information. They need meaning.

They need to understand what matters, why it matters and what it has to do with them. They need to hear it from someone who sounds clear, confident and human.

This is not usually a knowledge problem.

It is a fluency problem.

The real issue: leaders need spoken fluency, not just better wording

This is where a lot of leadership communication gets stuck.

The instinct is often to fix the words. Rewrite the message. Tighten the strapline. Ask internal comms to sharpen the language.

That can help, of course. But it does not solve the whole problem.

Because a clear sentence on a page is not the same as a clear answer in a conversation.

I once worked with a senior leader in an organisation that was genuinely quite difficult to explain. It had an unusual offer, a slightly quirky structure and a story that needed a bit of unpacking.

The problem was not that the leader lacked knowledge. Far from it. They knew the organisation inside out.

The problem was that they could not explain it quickly, naturally and usefully to someone who did not already understand it.

That is a real issue for leaders.

Because, whether you are talking to a new recruit, a customer, an investor, a supplier or a colleague from another part of the business, you do not always get 15 minutes to warm up. Sometimes you get one question, one moment and one chance to make the message land.

And this is why leaders need fluency.

Not Polish. Not performance. Not a beautifully memorised speech.

Fluency.

The ability to talk about the things that matter in a way that sounds clear, confident and human.

That only comes when leaders practise saying the message out loud, in their own words, before the moment really matters.

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Bit Famous works with businesses and organisations
to help them communicate with confidence.

By Penny Haslam

MD and Founder - Bit Famous

Workplace Confidence

FREE resources for leaders and people professionals from Penny Haslam and Bit Famous

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Why leadership fluency matters for buy-in

This is not just a nice-to-have communication skill.

When leaders cannot explain important messages clearly, people are left to fill in the gaps themselves. And that is rarely helpful.

They might think the strategy sounds vague. They might assume the change has not been properly thought through. They might decide the new product, service, or direction is not really relevant to them. Or they might simply nod along, then go back to what they were doing before.

That is how messages fail to land.

I often think about this with new recruits. Someone comes into the organisation with all the energy they had at the interview. That energy is valuable. But it needs feeding.

If they join and nobody can clearly explain what the business does, where it is going and how their role fits into the bigger picture, that early enthusiasm can fade.

The same is true for teams facing change.

People do not usually resist a message because they are awkward. They resist because they do not understand it, do not trust it, cannot see how it affects them or have not heard it in a way that makes sense.

That is where leaders make the difference.

A clear leader helps people understand what matters and why. A fluent leader can make the same message feel relevant to a team member, a customer, a supplier or a senior stakeholder without sounding as if they are reading from a script.

That is how buy-in starts. Not with a perfect set of words. With a useful conversation.

Three steps to fluent leadership messaging that speaks to the individual

1. Choose the key topics

Start by choosing the topics you or your leaders need to talk about regularly.

I would keep this simple. Pick five or six.

They might include your strategy, vision, purpose, values, customer offer, team direction, a new product, or a major change in the organisation.

The point is not to create a perfect script for each one. That can make people sound even less natural.

The point is to become familiar enough with the topic that you can talk about it without freezing, rambling or reaching for language that does not sound like you.

This matters because many leadership messages are not one-off announcements. They are things you need to keep coming back to.

If your organisation is changing direction, people will need to hear that more than once. If you are launching something new, you will need to explain it in different ways. If your team is working towards a bigger purpose, that purpose needs to keep showing up in conversation.

So start with the messages that matter most.

Ask yourself:

* What do I keep needing to explain?
* What do people regularly ask me about?
* Which messages are not landing clearly enough?
* Which topics do I avoid because I never feel quite ready to talk about them?

That last question is often the most useful one.

2. Think about the audiences that matter

Once you have chosen the topic, think about who needs to hear it.

One message rarely works in exactly the same way for everyone.

A new recruit does not need the same explanation as someone who has been in the organisation for 20 years. A customer does not need the same emphasis as an investor. A senior stakeholder may want the bigger strategic picture, while a team member may be thinking, “What does this mean for me on Monday morning?”

The core message might stay the same, but the way you explain it needs to flex. This is where leaders can get much better, quite quickly.

Before you speak, ask yourself:

What does this person already know?

What do they care about?

What might they be worried about?

What would make this relevant to them?

What do they need from me right now?

This stops the message from feeling like a broadcast. It turns it into something more useful. A conversation. An explanation. A way of helping someone understand why this matters to them, not just why it matters to the organisation.

That is where buy-in starts.

3. Practise saying it out loud

This is the bit people often skip.

Writing your message down can help. Thinking it through can help. Reading the official wording can help.

But none of that is the same as saying it out loud.

You need to hear yourself say the words. You need to notice where you get stuck, where you over-explain, where the jargon creeps in, or where you suddenly realise you do not actually know what a phrase means.

You do not need an audience for this.

Practise in the car. Practise on a walk. Practise in the shower. Practise before a meeting. Say it out loud when no one else is listening.

Pick one topic and one audience. Then imagine that person has just asked:

“What’s this all about?”

Answer them in two minutes.

Then try the same topic for a different audience.

You can also make it more playful. Write your key topics on slips of paper, put them in a jar and pick one at random. Speak to that topic without notes. If you have a trusted colleague, take turns challenging each other.

The aim is not to sound slick.

It is to sound clear, useful and human.

That is how leaders build fluency. Not by memorising a line, but by getting comfortable talking about the things that matter before the moment really matters.

Need help making your leadership messages land?

At Bit Famous, we regularly help individuals, leaders and teams become more fluent in the messages that matter most.

That might mean helping senior leaders explain strategy more clearly, supporting managers to talk about change with confidence, or giving teams the tools to describe what they do in a way that feels clear, useful and human.

We do not turn people into scripted corporate robots.

We help them find the words they need, practise saying them out loud and adapt their message for the audiences that matter.

If your leaders are getting stuck for words, overloading people with detail or relying too heavily on slide decks and official wording, we can help.

Book a no-obligation discovery call to talk about how we can support your leaders and teams.