Advancing in the 6 CORE Leadership Skills – Skill 2: Communicating a Compelling Case
The skill of Communicating a Compelling Case is anchored by the Confidence + Clarity CORE Leadership Qualities. This skill isn’t about making noise, upselling an idea, or drowning people in data. It’s about confidence (believing the message matters and standing behind it), and clarity (making it simple enough for others to understand, believe, and act on).
Why It Matters
Most people don’t resist change; they resist uncertainty. When the message is vague, abstract, or overly complicated, even the best idea feels like just another demand on an overloaded to-do list. Without clarity, progress stalls.
This is where leadership becomes visible. People don’t just want updates; they want something to believe in and act on. They look to leaders for a steady voice that cuts through the noise: Here’s what matters. Here’s why it matters. Here’s what success looks like.
How to Strengthen This Skill
Start by describing what’s changing, then explain why: Be direct. Say what’s happening, then connect it to what matters.
Name what’s not changing: Remind people of what’s staying the same.
Be clear and concrete: Use simple words. Skip the buzzwords.
Explain what it means for them: Spell out the impact in their day-to-day and don’t oversell.
Show the path, step by step: Lay out the shift in a way that feels doable.
Use familiar examples: Link the change to something they’ve already experienced and highlight a past win.
Check for confusion early: Ask, don’t assume.
KEY TAKEAWAYS:
At its core, communicating a compelling case is about making the path forward real enough that people not only see it, but want to move with you.
When confidence and clarity are combined, they transform communication from information into alignment, energy, and progress.
What is one thing right now you could work on making a compelling case about?
Practice crafting a clear message that includes some of the skill-strengthening ideas shared above.
Is there a time you can remember when you did not manage to communicate a compelling case? What resulted from that? What could you have done differently to change the result?
