Unit 1 Discussion

According to research, oral and written communication skills are among the most important skills for nonprofit leaders to have (Hoefer, 2003). This chapter provides information about understanding what you want to communicate and communicate well, primarily in one-on-one and collegial situations. Communication is such a vital skill for nonprofit leaders that we also have Chapter 13, “Persuasion,” and Chapter 14, “Advocacy,” which also deal with communication. Those chapters are geared toward communication with the purpose of moving others to agree with you and to take certain actions. The skills in this chapter are important for being able to be persuasive as well, so these interpersonal skills really form the foundation for communication of all types. Before moving forward, it is important to remember that the techniques of “communication” are rarely important for their own sake. Communication, at its core, is sending and receiving messages—messages of praise, correction, affirmation, hope, affection, or belonging, for example. Leaders must know the techniques of effective communication to make connections with others within and outside their organization, and to provide a means of accomplishing organizational goals through the work of those others. The most well-written and delivered speech, for example, even if it is a wonderful application of “communication theory,” will fall flat if personal connection is not made. In this chapter, we have three underlying topics. First, we examine the need for managers to use active listening techniques; second, we examine management of emotions; finally, we look at storytelling as a method of making your message resonate. All of these techniques, when used to communicate with others, are important in developing your leadership capacity.