Executives and managers wear many "hats." They may be liaisons, negotiators, mediators, diplomats, directors, enforcers, team leaders, judges, and a variety of other roles. When communication barriers begin to rise, ask yourself if you are wearing the right hat and if another will reduce or eliminate the barriers.
An example: A manager who meets with employees and follows an "I am the teacher with the knowledge so you listen and take notes" mode may encounter far more resistance than one who treats the meeting as a group learning (and teaching) session where anyone, regardless of rank or title, can teach.
Another example: A manager who is asked about a sensitive subject may defuse concerns by choosing to think out loud about how best to address a sensitive subject. This also embraces the group and helps to reveal reasons why certain aspects might need to be handled delicately to avoid improperly disclosing information. Without that shift to a more detached "How should we address that topic? approach, the listeners may feel that the manager is just being evasive. It can also be easier to discuss such topics in a more academic or impersonal manner.
Feeling tense? You may be wearing the wrong hat.
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