Some of my subordinates have apparently told my boss that I am apathetic about our company mission. He says my lack of conviction is holding the team back. I very much believe in what we do, so I’m perplexed by this feedback.

Have you ever heard great song lyrics spoken rather than sung? Well-intentioned leaders who fail to articulate their vision with real passion — or conviction, if you like — will fail to inspire greatness in their teams. Conviction sets your message to music.

It’s all about communication. Communicating your convictions as a leader is so important that it makes sense to establish a strategic plan for doing so. You have the words. Now you need a plan for setting them to music.

Unfortunately, I have seen many leaders who have strong convictions, great ideas — and poorly developed communications skills. During high school, I remember listening to catechism teachers mumble out formulaic ideas about what it “might mean” to sin. They communicated the Church’s teachings with such little conviction that not only did I not hear what they said, but I also didn’t care what they said.

On the other hand, my football coach, a perennial winner, always spoke with conviction. I believed everything he said about the game, and I did everything he asked me to do on the field and during practice. He inspired me because I believed him. I used his conviction as my own.

There are three powerful ways to communicate conviction to your team:

Say what you mean, and mean what you say. As George Burns said, famously, “The key to acting is sincerity. Once you fake that, you have it made.” The world is filled with actors in leadership roles. Far too often, weak leaders say things out of obvious self-interest. They tell subordinates to do things under the guise of looking out for the subordinates — when, in reality, nothing could be further from the truth (and the subordinates know it).

Selling an idea that you don’t buy into yourself is bad for all parties. And, by the way, it’s terrible for your soul, too.

Back up your words with actions. I’ve heard many inspiring stories of companies whose leaders reduced their own compensation, in some cases drastically, in order to prevent layoffs. When a CEO asks his employees to take a 10% pay cut in order to save the company and thus their jobs, many of his people will respond with expressions of skepticism. But when he begins his pitch by announcing a drop of 80% in his own salary, his people will know he means business — in more ways than one. They’ll be much more likely to buy in.

Conviction is not simply about communication skills; it is about principle.

Engage in healthy, constructive conflict. We all know what it feels like to receive flattery. Flattery is often used to avoid conflict, but it only leaves the receiver feeling empty and the flatterer looking manipulative. Even when the initial message is received like candy for the ears, it ultimately breaks trust. Engaging in good conflict means putting your convictions and principles ahead of your comfort. This may not always be easy, but it will create an atmosphere of security.

People need to know where you stand and how deep the roots of your conviction run. Next time you see an opportunity to share from the heart how much your company’s mission means to you personally, take it.

Catholic business

consultant Dave Durand

is online at DaveDurand.com.