Harvard Business Publishing

The praise from both sides of the political aisle for Barack Obama's speech on race was generally positive. Both former presidential aide David Gergen and Daily Show host Jon Stewart noted that Obama spoke to us "like adults." How refreshing, the commentators implied, to trust people to evaluate a serious message and make their own judgments. While the effect on Obama's campaign remains to be seen, corporate leaders may draw lessons now.

Treat your audience with respect. Many executives fall short when when it comes to issues related to organizational change and belt-tightening. They dissemble more than disclose.

Be clear. Never assume people, even long-time veterans, know all of the issues. Comedian Johnny Carson always prefaced his jokes about contemporary events with a setup line that gave the headline of the story, e.g. the President stumbled, an actress was arrested, or studies show people make love during commercials. This way everyone could enjoy the joke.

Be understanding. Know that serious messages will have serious impact. A new product launch will mean lots of hard work for many people over a period of time. A downsizing will mean the loss of jobs as well as more work for those still on the job. Acknowledge that these measures will have an effect on people's lives. There is no need to apologize, but there is a need to mention the extra effort and the emotions people will be feeling.

Be renewing. A leader's job is to offer hope. Leaders need to link their messages to the vision and mission of the organization. Therefore, if the message contains a measure of tough love, demonstrate how the short-term pain will lead to long term gain. Failure to do so simply leaves people wondering why they should stick with the company. Some will leave, but you always want to reassure those who remain (what politicians call their base).

Most important, senior leaders need to be open to feedback. In tough times, or even in good times, too manysenior leaders are cocooned, off limits to all but the chosen few. People want to see their leaders. Even more, they want their leaders to listen. Respect for the intelligence of an audience involves more than well-chosen words; it also involves well-chosen times for listening.

What are you doing to treat your staff like adults?