There is a crisis of leadership, but trust can be rebuilt says Rod Cartwright, Ketchum

In a recent PRmoment column I said that despite the unprecedented scrutiny focused on leaders in 2011, this new era of the intense public microscope was actually an opportunity for communicators, but also a responsibility.

Helping to put some flesh on the bones of that assertion, a new study – the Ketchum Leadership Communication Monitor – exploring the perceptions of over 3,700 people in 12 countries on effective leadership, effective communication and the intrinsic link between the two.

The results reveal not only an unambiguous crisis of confidence in leadership, but also on a clear blueprint that leaders – and we as their advisors – can follow in rebuilding confidence. If instinct told us that troubled times meant both opportunity and responsibility for our industry, we now have the evidence to provide it.

So what did the research find? Well, a simple game of two halves and classic problem/solution set of outcomes. First the challenges:

1. A crisis in every sense. The global economic crisis is matched by a crisis of confidence in leaders and how they communicate – with a vast (28 percentage point) gap between expectation and delivery.

2. An expectation of leadership ... and of disappointment. The world is still looking to leaders to steer us through troubled waters, but expects to be let down – with an assumption that leadership will actually deteriorate in 2012 compared with a hardly sparkling 2011.

3. Talk to me! Leaders across the board score nearly as badly on communication – yet effective communication is seen as critical to effective leadership and business success (84 per cent gave it eight out of ten or above as a characteristic of effective leadership).

4. Doing the business. Corporations come out on top as leaders and communicators – with bankers perhaps surprisingly coming in globally at number four – though business leaders scoring 36 per cent on effective leadership hardly merits a postcard home.

5. (Still) never trust a politician? Politicians were among the worst performers on every measure, though expectations of their leadership are unmatched at 63 per cent.

6. Knowledge is power. Knowledge-led industries, including technology, media and telecommunications, top the leadership table sector-wise, with consumer goods bringing up the rear.

7. A disillusioned West. Europeans and Americans more unhappy with their leaders than the “emerging markets“. 

Within the solutions provided by the data, we also found ways to rebuild leadership credibility. These were:

1. Close the say-do gap. People want more than just a compelling story – leading by example, taking the tough decisions and showing grace under pressure are all vital for great leaders.

2. Strong, silent types need not apply. Clear, transparent communication – including admitting mistakes – is imperative to leadership and in fact tops the list of characteristics of effective leaders.

3. Don’t sugar-coat it. People seek leaders willing to be honest about the challenges ahead (56 per cent), rather than holding back to avoid sparking fear (just 17 per cent).

4. Listen, analyse and adjust. Adaptability and flexibility of both leadership and communication style are critical to true leadership.

5. The way to be seen as trustworthy is to be trustworthy. For companies, trustworthiness trumps even quality of management, financial strength and innovation in term of attributes enabling corporations to establish credible leadership.

6. Let them look you in the eyes. Personal presence and direct involvement in the act of communication are key sources of leadership credibility.

7. Traditional is traditional for a reason. As a result, personal appearances, speech making, broadcast media and print media are seen as markedly more effective in establishing leadership credibility, than advertising, social media and digital channels. 

We will naturally be looking with our clients at the very real practical implications and opportunities that the new research points to. However, we’ll also be thinking about the challenge it lays down to us all to realise the magnitude of our profession’s social impact and social purpose. A lofty sentiment for a PR man? I suppose it depends on why you get out of bed in the morning.

Methodology
 

Ketchum Global Research & Analytics and Ipsos Observer, a worldwide strategic business line within Ipsos, conducted an online survey of 3,759 respondents in 12 markets from 14 December 2011 to 10 January 2012. These were the United States, United Kingdom, France, Germany, Spain, Poland, China, Singapore, India, the United Arab Emirates, South Africa and Brazil. The global margin of error is +/-1.6%.