Traveling from country to country over the year that I was on sabbatical, language and communication were always a challenge (in the best way). My wife and I know a bit of Spanish, but it’s just not realistic that we would have much grasp on every language we encounter. This is why whenever we travel, we always make a concerted effort to know some of the most basic, but most important, words of the language in the country we are visiting. We are guests and it is our responsibility to adapt to their culture. The very least we can do is learn how to say hello, please, thank you, excuse me, etc. We have found that with a little bit of effort, and a smile, locals are so much more willing to accommodate us with whatever English that they have.

This has me thinking about the language of leadership and how important it is for leaders to make the effort to meet their people where they are. All too often, I see leaders who are like an ignorant tourist (i.e., ignoring cultural norms, pushing the people they encounter on their travels to speak their own language, griping about how “things aren’t like they are where I come from”). It’s a cultural sensitivity that I think only comes with travel, when we get exposure to cultures unlike our own and are willing to immerse ourselves in that culture, despite how uncomfortable it may be. In leadership vernacular, we might call this emotional intelligence, but ultimately all we are saying is that with minimal effort you can receive maximum impact. As in travels, a common language can be found between a team and their new leader that allows for clearer and more concise communication. This also effectively creates a psychologically safe space for people to be themselves and express themselves in their own, unique ways.

Knowing a few people who have taught language (mostly English to non-native speakers), I wanted to explore the hypothesis that learning how to be a people leader (particularly one taking over an intact team) is similar to learning a new language.

Three main themes emerged that are key to someone being successful in learning a new language:

1.  Active Listening Skills
   Knowing the words, phrases, and pronunciation starts with active listening. For effective communication, learners must be able to understand spoken language and produce it themselves.
   
   Why it’s important: Both language learners and leaders must be excellent listeners. Language acquisition involves understanding different sounds, structures, and nuances. Similarly, leaders need active listening skills to understand their team’s needs, motivations, and challenges. They must be able to pick up on both verbal and non-verbal cues to communicate effectively.
2. Understanding the “Rules”
   Building a strong foundation in vocabulary and grammar is the building block of any language. Language teachers focus on teaching essential words and rules to things like tenses, pronouns, and sentence structures, enabling learners to form basic sentences and understand how the language works.
   
   Why it’s important: Without a solid foundation, it’s difficult to advance to more complex language tasks like conversation or writing. Learners need a core set of words and rules to communicate effectively. An intact team will (likely) already have its own shorthand and terminology for how it functions together. As a new leader, one must quickly realize that for good or bad, there are “rules” the team already follows. While the leader may want to change these over time, it’s only when they learn the rules and understand why the rules are there in the first place that they can begin to more clearly communicate their own vision, ideally using the words and phrases that the team is already familiar with.

3. Cultural Context and Practical Usage:
   Language is deeply tied to culture, and understanding this context is crucial. Teachers of language incorporate cultural nuances, relevant phrases, and real-world scenarios.
   
   Why it’s important: Learning a language often involves an understanding of the associated culture, including its norms, values, and communication styles. Similarly, leadership, especially in a global or diverse setting, requires cultural competence. Successful leaders need to be sensitive to cultural differences to navigate cross-cultural environments effectively, just like language learners must adapt to the cultural context in which the language is spoken.

While the direct comparison between language learning and leadership doesn’t seem to be a mainstream topic of discussion, the skills required for both are undoubtedly intertwined. Both fields emphasize adaptability, cultural understanding, and emotional intelligence. In either case, one needs a growth mindset, where failure is seen as a stepping stone to mastery. Leaders with a growth mindset understand that continuous learning, personal development, and resilience are keys to success. Both language learners and leaders must embrace challenges and see them as opportunities for growth. You have to be patient and humble, listen and be very aware of the norms around you, then adapt. The only way to get the team you are joining to meet you halfway is by first learning how they communicate–how to speak their language.

In other words, how do they say hello, please, and thank you?

I am not the first to connect these two concepts. Here are a few places to hear from others on the connection between language, cultural sensitivity, and leadership.

• “The Culture Map” by Erin Meyer
  While this book focuses on cross-cultural communication, it delves into how understanding different languages and cultural norms can enhance leadership, especially in a globalized world.
• Daniel Goleman’s work on Emotional Intelligence
  Goleman’s work, while more focused on leadership, highlights emotional and social competencies that are also relevant for language learners.
• “Leadership and the New Science” by Margaret J. Wheatley
  Though not about language per se, Wheatley’s book looks at how leaders must learn to understand new and complex systems, akin to the way one learns a new language.

What are your thoughts? What do you think is most important for a leader to get to know the “language” of their team? Please share in the comments.

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