November 13, 2025

“Communication works for those who work at it”.

John Powell

Question: Have you learned a new skill lately?

I recently learned a new leadership skill. I had to learn how to lead myself in walking. I am learning a new skill after spinal decompression. I am learning how to use a walker. I am noticing that there are specific fundamental skills I need to master and refine, as well as the critical element of increased awareness of challenges, such as bathroom rugs and my own style of using this device to get from point A to point B. I have also learned that I get better and more independent when I practice more, and how important it is to have feedback from those around me to get up and walk. I’m getting good at the walker primarily because I have people in my life who would say to me, “Well, Dr. Hackett, is it time to get up and walk around the unit or the house ?” I don’t always want to, but I know the better I get on the walker, the more effective I will become.

In reflection, I see that my journey to independence using a walker is similar to leaders choosing to be better communicators in their leadership practice. Communication is a skill that must be practiced to develop. Leadership experts highlight that communication is a learned skill, comparable to riding a bicycle, typing, or, in my case, mastering a walker. Working in communication can significantly improve the quality of life, as a leader and really as a human being. It is a process of learning, applying, and practicing. As John Powell states, “Communication works for those who work at it”. Pat McMillan adds that effective communication is a product of process, skill, climate, relationship, and hard work. Charles Duhigg, in SuperCommunicators, notes that effective communication is an intentional practice of connection, drawing on abilities, awareness, and understanding styles. Practice is key, so that when important occasions arise, you possess the necessary skills to affect others. The difference between getting by and achieving miracles can be skillful communication. “

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In previous editions of Thursday’s Leadership Insight, we have considered the communication pillars of present listening, powerful, curious questions, and the use of pause to reflect and respond. These are tremendously valuable skills to have, but by themselves, they simply build a knowledge base and have little real effect. The vital pillar for effective communication is practice. Practice is actually intentionally using the first three pillars to develop as an effective communicator. Practice, practice, practice builds a leader’s communication skills. If a speaker stops at skill learning as a communicator, they will never learn and actually regress. The wisdom of a past media celebrity, Dr. Ruth, holds true here: “If you don’t use it you will lose it.” The benefits of practice for a leader are enhancing skills. Nicki Keohohuo of the Direct Selling Alliance often reminded coaching clients that” Practice doesn’t make perfect. Practice makes permanent. “

“Practice does not make perfect. Practice makes permanent.”

Nicki Keohohuo, Direct Selling World Alliance

Practice then requires intentionality to maximize benefits. Deliberate practice is the foundation of effective communication and is the catalyst for becoming an effective communicator, connecting the dots between present listening, powerful questioning, active knowledge-seeking, and pausing for thoughtful reflection.

This fourth article of Thursday’s Leadership Insight focuses on becoming an effective communicator, using an acronym, framework, and rubric to guide a leader’s development. This article introduces the P.R.A.C.T.I.C.E. framework and how it can guide a leader’s development. The article will also describe how other professionals can support the feedback and clarity to enhance one’s practice, and seven benefits of using practice inspired by proven leadership communication principles.

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The P.R.A. C.T.I.C.E. framework to enhance communication skills practice.

P=Patient and persistence

Learning and enhancing one’s effectiveness requires patience to learn, reflect, and redo. Persistence is staying the course despite the bumps.

R=Respectful & Reflective

Practicing and demonstrating respect, paired with reflective responses, fosters connection and serves as a model for others.

A=Active engagement and acknowledgement

In practice, the leader is an active participant and understands and acknowledges the feedback gained in this process.

C = Commitment to the process

Leaders who intentionally invest time in listening, clarifying, and understanding are demonstrating their commitment to those they lead and to the process of meaningful dialogue.

T. Taking time to enhance their skills

The leader who takes the time to learn and practice builds their skills and models reflective responses in the organization.

I =intentionality

Intentional development of becoming more effective communicators is seen in aligning words and actions with core values, purpose, motivation, and mindset. The demonstration of intentionality is key to ensuring each interaction is purposeful and impactful

C.=Connection

The leader who follows the P.R.A.C.T.I.C.E. framework builds bridges of connection by learning and applying Leadership that brings people together and builds people up to get things done. This connection demonstrates a concern for how people are doing before asking what people are doing.

E=Engaging with Empathy

Leaders using this framework foster engagement by encouraging connection, engagement, curiosity, and participation. These leaders will match others’ feelings to build bridges of empathy by inviting others to feel safe contributing actively and co-creating solutions.

Below are four possible guides for a leader’s journey of communication practice.

1. Loved ones who care enough about the leader and their progress to be “brutally honest”
2. Mentors.People with experience in communication and personal and professional settings who can provide insights and learning
3. Coaches can bring an outside objective perspective and provide insights with accountability.
4. Colleagues.People in the organization who are clear and straightforward in their commitment to the leader’s growth and the organization.

The P.R.A.C.T.I.C.E. framework is essential for communication development in all organizations.

From global workplace studies, 86% of employees and leaders report that poor communication causes failures and conflict. Conversely, organizations with leaders skilled in patient communication, respect, reflection, and engagement experience 25% higher productivity, 47% greater returns to shareholders, and transformative retention rates. Practice is the anchor of intentional commitment that separates average communicators from exceptional ones.

Research by McKinsey and Co. and the Development Dimensions International group’s productivity report indicates that the return on investment from productivity-increasing practices is that for every 1% increase in productivity, there is a 1% increase in revenue and a 0.74% increase in customer satisfaction.

Practiced communication isn’t accidental; leaders who intentionally develop as communicators create connection, deliver clarity, build trust, and solve problems faster through a consistent focus on these core behaviors.

Seven Benefits of Intentional Communication Practice

1. Increased productivity—Intentional communicators streamline effort, focus, and outcomes.
2. Elevated connection and engagement—Respect, acknowledgment, and connection drive team motivation.
3. Higher retention—Employees are far more likely to stay with organizations where leaders take time to listen and respond thoughtfully.
4. Reduced conflict—Reflective and respectful exchanges prevent misunderstandings and promote harmony.
5. Stronger relationships—Connection and engagement build lasting partnerships with colleagues and clients.
6. Better learning and problem-solving—Active, intentional acknowledgment harnesses diverse perspectives and leads to innovation.
7. Greater influence—Practiced communicators inspire, adapting to serve diverse audiences across generations.

Leaders who seek to be better communicators continually learn, practice awareness, develop skills, and understand communication styles. Leaders who choose to be effective communicators, as Charles Duhigg notes, become super communicators by acting and applying learnings for the long haul. The P.R.A.C.T.I.C.E. framework is a roadmap, guardrails, and benchmarks for a leader to follow in patience, persistence, respect, reflection, action, commitment, time, and intentionality to engage each day. This choice reinforces guides to lead the way, helping leaders transform their communication into a lever that lifts not only themselves but their teams, organizations, and communities.Leadrship expert John Maxwell would call this development raising the lid of leadership in any organization. In this case, the sage advice of one of my early coaching mentors, Nicki Keohohuo, Will ring true. Practice will become permanent, serving the leaders’ development and the entire community.

The Leadership Question for you, then, is:

Are you willing to choose to P.R.A.C.T.I.C.E. to be the best communicator you can be to serve those you lead the best you can?