We all know that great leaders tend to be great communicators. Think Winston Churchill, Nelson Mandela, Oprah Winfrey, Steve Jobs. But what, exactly, do followers find so captivating about the way these people speak?
As someone who has taught management communications and also helped startup teams pitch ideas and raise hundreds of millions of dollars, I have found that an important—and often overlooked—trait of effective speakers is the ability to convey power not through presence, but through words.
Also read:
Continues after advertising
Mastering the language of power—choice of words, constructs, themes, and patterns—can dramatically increase our success in management roles, secure resources for projects and initiatives, and earn the admiration of followers.
In this article, I highlight five techniques you can use to elevate your speech by communicating power.
Focus on action
Powerful leaders need to reflect on important decisions, weighing pros and cons with the input of other people. But when they communicate, they focus on action.
For example, consider the following two statements:
Neutral: There are several options before us. If we choose option A, we can secure our reputation with current customers. On the other hand, if we choose option B, we may have the opportunity to increase our market share.
Powerful: While option A will help secure our reputation with current customers, option B is the clear choice to strengthen and expand our position. Now, let’s plan the execution. First, we need to hire people to fill the necessary roles. Afterwards, we will contact the media.
Continues after advertising
Research suggests that both statements convey the same level of competence, but the second is seen as more powerful, more managerial, and more likely to generate status.
Think big
Today’s leaders are buried in metrics. Engagement rates, KPIs and conversion charts bombard us. This data informs, but does not illuminate.
Research shows that leaders are perceived as more powerful when they think and speak more abstractly, moving away from the data to present the big picture. For example, one study found that startup founders who describe their businesses more concretely are less likely to get funding than those who use more abstract descriptions.
Continues after advertising
Let’s contrast a concrete (neutral) message with an abstract (powerful) one:
Neutral: Customer retention increased by 2.5% this quarter, meaning 1,250 more customers stayed with us.
Powerful: More customers are choosing to stay with us. This isn’t just growth — it’s confidence. If we build on this momentum, we can turn satisfied users into lifelong advocates.
Continues after advertising
Data informs, but abstraction elevates. This is why we call great leaders visionaries. When you speak, whether you include data or not, your power comes from presenting a broader perspective.
Take the impact
It can be tempting to claim credit for victories and deflect blame for failures. But this is a mistake.
Consider BP CEO Tony Hayward’s decision to blame the Deepwater Horizon oil spill on platform operator Transocean rather than take full responsibility.
Continues after advertising
Or Boeing CEO Dennis Muilenburg’s criticism of Lion Air’s maintenance and pilot training after the first 737 Max crash, rather than acknowledging the aircraft’s design flaws. Both were removed from their positions.
Blaming and deflecting responsibility signals weakness because it conveys an inability to influence a situation. The fault (and therefore the power) would lie with someone else.
Admitting failure signals power. When we take responsibility, we indicate our ability to fix the problem and better manage future scenarios.
In July 2024, cybersecurity company CrowdStrike faced a crisis when a faulty software update caused widespread IT outages. CEO George Kurtz quickly took responsibility, stating:
“I want to sincerely apologize directly to all of you for today’s outage. Everyone at CrowdStrike understands the severity and impact of the situation. We quickly identified the issue and implemented a fix…”
Their prompt ownership of the problem and transition to corrective actions demonstrated strong leadership and helped to contain additional negative reactions.
Evaluate others
Studies show that powerful people don’t necessarily seek to impress. They seek to evaluate.
In business, those who have more power evaluate those who have less. Recruiters evaluate candidates. Buyers analyze sellers. Venture capital investors vet startups.
Those who feel they have a strong position in negotiations ask more questions to understand whether the other person will be valuable to them. On the other hand, those in a weaker position try to prove their worth. Proving is low-power behavior.
But evaluation can go both ways in any discussion. A highly qualified candidate can survey recruiters to determine whether the role is a good fit for their personal profile.
Or a salesperson may be selective about the customers they work with. Companies like Gulfstream and Feadship screen buyers before allowing them to purchase high-end jets and yachts.
To convey power, ask questions of your interlocutors or the audience. For example, a candidate for an executive position, after answering a few questions to demonstrate their value to the organization, might turn the tables with a question like:
“How does leadership support innovation here? What is the long-term vision for this role?”
A startup with good prospects might ask an investor:
“What’s your track record in helping companies scale? How do you add value beyond capital?”
Questions that evaluate the other party signal trust and power over their choices, balancing power dynamics.
Curiosity is your superpower. The goal is not arrogance or domination. The goal is to demonstrate respect for your own goals through questions.
Direct the spotlight
Meetings are the public space in which status dynamics are highlighted and people compete for position. How you present yourself to the team is how the team will see you.
You might think the best way to stand out is to add your own perspectives and value, but that’s not the case.
The most powerful person in the room doesn’t get the spotlight; she controls them. He’s the one who runs the show. Sets the agenda, moderates discussions and turns ideas into action.
For example, you can open a strategy meeting with:
Let’s start by reviewing last quarter’s performance to establish context, then move on to key challenges and opportunities, to end with a clear action plan.
As the meeting progresses, you can ask exploratory questions that encourage meaningful contributions from everyone, such as:
If we had to make this decision today, what would each of you recommend?
Let others deliberate and then synthesize the contributions into a decisive plan. The objective of those who lead is not to talk more, but to direct more. Do this by focusing on the big picture, asking questions and organizing proposals into action.
Power appears when you speak. Research shows that when you use these techniques, you will be seen as a stronger, more convincing leader.
Chris Lipp is a communications consultant, professor at Tulane University’s business school and author of “The science of personal power”.
c.2025 Harvard Business Review. Distribuído pela New York Times Licensing
