Leadership Communications Dynamics (LCD)

Allen Austin’s leadership training solutions includes Leadership Communications Dynamics (LCD), a powerful methodology born in 1992 when Bob Knowlton, a close personal friend of Allen Austin’s leadership discovered that effective leadership is not just about personal presence, position power, degrees or charisma. The successful implementation of LCD in your organization will provide a common language by which your leaders at all levels will drive positive change, behavior and results.

For twenty-five years, leaders in dozens of multi-national organizations, trained with LCD principles, have learned that constituents in every audience are listening for three things:

1. Do you know where you’re going?

It is extremely easy to become so caught up in the day to day details of running a business that a leader fails to pay attention to where the business is headed. The rest of the organization senses whether leadership has a mutually desirable destination in mind or not. If the leader appears not to know or care where the ship is headed, people will play it safe, protect their territory, and do just what they’re told.

2. Do you believe what you’re saying?

In organizations where managers pretend to lead, people pretend to enroll. The room knows –has always known- whether the leader really believes passionately in what he or she is saying. We make sure he or she does, even if the project is one that the leader inherited, or may not have strong belief in!

3. Are you connecting with your constituents and their needs and interests?

A leader speaks not to an audience, but to groups of constituents, each with their own specific needs and interests. The group can tell whether the leader really understands and connects with their world. If he or she doesn’t, they are not likely to put their hearts and minds into the game.

 

Leadership Training – The LCD Methodology 

Get Related: What is your connection with your stakeholders?

Your first task is to shift from “you and me” to “we”. You do this by establishing a Background Connection with the people in the room.

Vision: Where are you going? What is the “future state” you are creating?

On an organizational level, this is the leader’s Vision. What kind of organization could this be in five years? How do we want to be seen by the rest of the world? How do we want to feel about the work we do?

Strategy: What will it take to achieve this Vision?

At the outset, constituents care less about the precise details of a plan than they do about the existence of a plan. They just want to be sure the leader has thought things through. It’s also valuable to point out that are already happening. This makes the initiative more tangible and concrete.

Implications: What will be the impact on these constituents, especially at first?

What impact can people expect on themselves and their families? Possible layoffs for some? Longer hours for a while? Different ways of working? More training.

Urgency: Why the rush? Why not leave things as they are now?

People are quite willing to cling to a flawed, broken system rather than venture into the unknown, which is what a change initiative represents. Any proposal for a future should include a credible case for urgency. The two approaches to moving people into action are threat and opportunity. Opportunity is by far the stronger motivator.

Rewards: What rewards or benefits will make this all worthwhile?

Will rewards be shared among all who make the effort, or do the benefits flow only to a few? A leader acknowledges the contributions of all groups and works to generate outcomes where nobody loses. Rewards usually tie back closely to the Vision.

Hardball Issues: What major issues or concerns could stand in your way?

Each Constituency has certain questions, issues or concerns. Some may be universal across all constituencies; others may be specific to a group or individual. But constituents will be listening closely for evidence that you know about the issues.