One of the most ubiquitous aphorisms in business is that the best leaders understand the need to “walk the talk”—that is, their behavior and day-to-day actions have to match the aspirations they have for their colleagues and organization. But the more time I spend with game-changing innovators and high-performing companies, the more I appreciate the need for leaders to “talk the walk”—that is, to be able to explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win.
The only sustainable for of business leadership is thought leadership. And leaders that think differently about their business invariably talk about it differently as well. Over at Harvard Business Review, I explore the role of language in leadership. You can read the post here.