Leading with Agility: Leadership is a Conversation

The 4 I’s of Leadership Dialogue

In today’s workplace, top-down leadership communication is no longer enough. As highlighted in an earlier article on Harvard Business Review, leaders today need more than directives from the top; they must create space for bottom-up input to stay aligned and adaptive. Groysberg and Slind call this organisational conversation, a shift toward genuine, two-way dialogue built on four elements: Intimacy, Interactivity, Inclusion, and Intentionality. Together, these principles provide a practical framework to replace rigid dialogue with conversations that build trust and drive engagement:

• Intimacy: Build trust through authentic, approachable communication and create a safe space for ideas and concerns

• Interactivity: Foster two-way dialogue, invite questions and perspectives instead of broadcasting information

• Inclusion: Empower employees to contribute meaningfully, act as thought leaders, and influence outcomes

• Intentionality: Keep conversations focused on clear goals and aligned with organisational vision

For instance, during a major organisational change such as implementing a new digital system, a leader might first build rapport to address anxieties (Intimacy), invite team feedback on pain points (Interactivity), steer discussions towards the most critical operational needs (Intentionality), and incorporate diverse suggestions into the rollout plan (Inclusion). When leaders foster collaborative, solution-focused conversations instead of top-down directives, they strengthen engagement and commitment to project success.

Do You Know How to Talk?

To achieve the desired impact of the 4Is, leaders must be able to adapt their communication styles within conversations. This is where SoundWave provides the framework and tools to make that possible.

Kevin Eyre’s SoundWave communication model is a widely-used team development framework for understanding and improving how people use their voice and communication style to influence others. It is widely used in leadership and team development. Built on the idea that communication is not just about what you say, but also how you say it, your “voice” carries intent, emotion, and influence, and each voice carries a predictable effect.

SoundWave defines 9 voices of leadership communication, organised into three categories: Asking (Inquire, Probe, Diagnose), Suggesting (Articulate, Advise, Advocate), and Telling (Critique, Correct, Challenge).

SoundWave diagnostic tools such as the Self-Perception Profile and 360° Assessment help leaders measure their preferred voices and least used voices, providing insight to one's natural communication habits and blind spots. For example, a leader who overuses Critique and Challenge, but underuses Inquire, might lead to perceptions of being “directive” but not “collaborative”.

Ultimately, leadership is a conversation. SoundWave strengthens a leader’s ability to influence through intentional use of voices, enabling them to move beyond habits to become more agile communicators who adapt style to fit purpose, context, and audience. In Singapore’s diverse business landscape, where emotional intelligence is essential for building trust, resolving conflicts, and driving innovation, those who combine the 4I’s with a deliberate use of the full range of SoundWave voices are better positioned to cultivate excellence and sustain engagement in multicultural, fast-changing workplaces.

From Self-Perception to Radical Insight

SoundWave makes these dynamics visible, but recognition is only the first step. The real challenge is learning to flex your conversational style in practice, adjusting voices, balancing perspectives, and building trust across diverse settings. That means shifting from the assumption “I know how I communicate” to the reality of how others actually experience you.

Our 1-Day Develop Your Leadership Voice workshop provides a structured space to experiment with new voice patterns in real workplace scenarios. Those taking part can complete a self-perception assessment, and/or a 360° evaluation, to gain deeper insight into their style and impact. The 360° evaluation overlays self-perception with feedback from colleagues, managers, and direct reports, offering a comprehensive view of how they are perceived and the influence they have.

Through reflection, practice, and multi-dimensional feedback, participants leave with a deeper understanding. Not just how they believe they see themselves, but how they are truly experienced by their stakeholders. With this awareness, supported by deliberate practice, leaders can build the agility their organisations need to thrive in a fast-changing world.