April 2, 2026

Apri

On April 14, 1912, the RMS Titanic—the White Star Line’s “unsinkable” ship—raced through the icy Atlantic toward New York City, determined to set a transatlantic speed record. The “Millionaires’ Ship,” filled with business magnates and elite families, prioritized prestige over precaution. Despite iceberg warnings from nearby vessels, safety drills were canceled, and lifeboat practice was dismissed as unnecessary. After all, what could possibly sink the Titanic?

At 10:00 pm on April 14, two lookouts, Frederick Fleet and Reginald Lee, began their watch. It was bitterly cold, with no wind. A clear sky and the calm sea made spotting icebergs even harder—no waves broke against the ice to reveal danger ahead. To make matters worse, the lookouts weren’t issued binoculars. They had only their eyes and intuition to rely on. At 11:39 pm, Fleet spotted a looming shadow—an iceberg directly in the ship’s path. He rang the warning bell and telephoned the bridge, but it was too late. The ship struck the iceberg 90 seconds later, causing a massive tear in the side of the ship, which caused it to sink within hours, claiming over 1,500 lives.

The White Star Line claimed that Fleet was the first person to see the iceberg, and that he was at fault. Fleet testified that binoculars might have helped him spot the iceberg in time. He testified, “Well, we would have seen it  the iceberg) earlier “Perhaps, studies since have debated this; however, one thing is clear: he and Reginald Lee, although entrusted with the safety of the ship from outside menaces, had not been equipped to be the best lookouts they could be without binoculars, which limited their vision. The concept of a limited “field of vision ” due to a lack of equipping is a powerful metaphor for leadership communication today.

Leaders Without Binoculars

Many leaders today sail their own “unsinkable ships” of communication confidence without the proper tools or awareness. believing they are great communicators. When asked about their communication, most managers rate themselves as effective communicators. Gallup research shows a striking gap—only 17% of employees strongly agree that their leaders communicate effectively. Perception diverges from reality, as it did aboard the Titanic. Recent Gallup research reinforced this notion. Gallup asked thousands of employees a direct question: What’s missing from your current work experience that would make you feel more connected to your employer?

Their answers fell into four themes, all related to leadership misconceptions of communication,

Organizational culture: 32% describe their workplace as isolated or impersonal, lacking the conditions that foster meaningful connections.

Leadership transparency: 29% say they lack clear, honest, or consistent communication from leaders.

Resource investment: A quarter of employees say their organizations underinvest in people, pay, tools, or staffing.

Performance management: 14% cite a lack of feedback, recognition, or development opportunities.

What leads to the disconnect? Because, like Fleet and Lee, many leaders rely on their own assumptions, their “eyes” rather than expanding their vision with “communication binoculars.” They miss the unseen signals, nonverbal cues, tone, posture, eye contact, and silence—that reveal how their message truly lands. These unspoken signals often speak louder than words.

This Thursday, Leadership insight continues to look at bringing your best Self into your leadership practice by enhancing your communication capacity, Part Two. This article will consider nonverbal communication and communication styles using the DISC model, and will provide practical strategies for being a lookout and detective to respond to nonverbal clues, discover DISC styles, and R.E.A.D. the room.

The Overlooked Power of Nonverbal Communication

Studies by UCLA’s Albert Mehrabian remind us that only 7% of communication impact comes from words; 93% flows from tone and body language. Leaders who miss these cues misunderstand the emotions, engagement, and trust levels of those they lead. Words are extremely important given short attention spans, yet how a message is delivered and received is evident in nonverbal cues.

Leaders  often underestimate nonverbals because:

• They assume clarity of words equals clarity of message.
• They focus on what they say, not how they say it.
• They lack self- and social awareness (two major components of emotional intelligence) in high-stress or high-stakes situations.
• They overlook cultural, personality, and generational differences. This was seen in the recent crash of an Air Canada passenger plane and a fire truck at LaGuardia Airport. The CEO of Air Canada, Michael Rousseau, based in Montreal, issued a sympathy note in English with only French subtitles to those on the flight. The uproar over a perceived secondary status of the French led to his stepping down after 20 years in his role. He did the right thing and apologized, taking complete responsibility, yet the damage had already been done.

Five Strategies to Improve Nonverbal Awareness as a lookout and detective

1. Slow down your delivery. Intentional pacing helps you notice reactions—expressions, posture, or stillness that convey agreement or resistance.

2. Adopt a “listen with your eyes” mindset. Observe gestures, eye movements, and microexpressions while others speak.

3. Seek feedback. Ask trusted peers, “What do you notice about my tone or body language in meetings?” If a small group or one-to-one session, ask directly,” Am I missing anything? “Be curious, “Sam, I notice you seem uncomfortable.”

4. Mirror appropriately. Subtle matching of posture and tone builds rapport and signals empathy.

5. Record and review with a mentor or coach. Short video analysis of your presentations or team updates can reveal patterns you never realized you had.

Over time, these habits sharpen your lookout and detective skills, helping you perceive what’s unsaid as much as what’s spoken.

Communicating Through DISC Styles

The DISC model has been used since the 1940’s and is a reliable source for understanding communication style. (People Keys 2023) identifies four core communication and behavioral tendencies:

• D – Dominant: Action-oriented, decisive, focused on results. Best approach: Be direct, brief, and results-driven. Avoid: Overexplaining or getting bogged down in details.
• I – Influencing: Enthusiastic, social, persuasive communicators. Best approach: Engage with energy, optimism, and recognition. Avoid: Being overly critical or dismissive of their ideas.
• S – Steady: Patient, dependable, and relationship-oriented. Best approach: Use a calm tone, show appreciation, and allow time for processing. Avoid: Rushing decisions or creating uncertainty.
• C – Conscientious: Analytical, precise, and detail-focused. Best approach: Provide clear structure, logic, and data support. Avoid: Being vague or emotionally charged.

The importance for any leader of completing a DISC report is that they can use personal and team information through People keys, a team report, and a communication directory to enhance their Self and social awareness of do’s and don’t’s, and to enhance productive communication and connections. The awareness becomes a guide for styles when paired with nonverbal awareness, serving as a lookout and detective.

A leader who is an equipped lookout and detective understands and is aware of nonverbal clues and style and can use the R.E.A.D. guide developed by Dr. Gary White Maxwell, Executive Program Faculty, to navigate communication in a meeting or one-to-one session.

When communicating as an equipped lookout and detective, a leader will focus on how others provide clues and on their style.

R = Results, and talk fast as a DISC Dominant style

E = Energy, and are expansive, energetic, and innovative as a DISC I Influencer style

A = Association, and seek steady systems as  DISC S steady style

D = Details—and speak slowly with caution, and clarity about details as a C Compliant Style

Learning to R.E.A.D. the room allows a leader to begin adapting to different styles rather than forcing one-size-fits-all communication. You become both lookout and detective: spotting what matters most to each person and investigating the deeper story behind their reactions.

Two Leadership Challenges for the Week

1. Be a Lookout: In your next meeting, focus on spotting nonverbal signals. What do people’s expressions, posture, or silence reveal about engagement or resistance?

2. Be a Detective: Observe one team member more closely this week and identify their likely DISC style. Adjust your next conversation based on what you discover.

Just as the Titanic’s lookouts depended on their ability to see clearly what others might miss, your team depends on your ability to see what others might miss. Your leadership success isn’t just about what you say—it’s about what you see and sense in communication with those you lead and adapt to R.E.A.D. the room.