For more than 70 years, behavioural scientists have been studying and preaching the importance of body language. And many leaders have – to some extent anyway – attempted to absorb posture, gesture, and expression best practices to improve their performance.
And with good reason. Although there is always some debate about exactly how our body language is perceived by others, most leaders would acknowledge that it plays a role in how they are seen and whether they can cultivate loyalty and engagement in the people they are leading.
However, leadership philosophy and methodology has changed profoundly in recent years. Today, leadership qualities like self-awareness and empathy have become at least as important, if not more so, than more traditional qualities like self-confidence and assertiveness.
Which begs the question: has body language evolved along with leadership development? A growing chorus of subject matter experts is suggesting that some of what we know about body language has perhaps not kept up with the times.
Philip Coggan, a veteran journalist at The Economist who writes the Bartleby column on human resources and management, recently penned what was essentially an epitaph for body language, suggesting that as a science, it was fraught with more problems than solutions.
Coggan noted that some of the most enduring advice on body language was so “blindingly obvious” it fails to register with leaders. Nodding affirms a positive response; shaking of the head sends a negative message. Got it.
However, Coggan made two other very interesting observations in his essay.
First, working people are encouraged more than ever to demand different things from their bosses, he wrote. At one time, workers were expected to adjust to the style of the leader. Today, leaders are taught to tailor their leadership behaviours – and thus their body language – to get the best outcomes from individual workers.
And second, to be effective, body language should be applied in-person, Coggan wrote. The rise of remote and hybrid work may not completely eliminate the importance of body language – I can still see you frowning at me on Zoom – but it certainly raises enough concerns to ask if the underlying science of body language is still relevant.
It is still relevant, as I’m about to demonstrate.
Some inescapable truths about body language that have stood the test of time
While we may debate the value of specific postures, gestures or expressions, there is no debate that human beings develop first impressions within a few seconds of meeting someone. No one has ever been able to definitively trace the origin of the phrase “you never get a second chance to make a first impression,” but more than half a century of behaviour science confirms it to be true.
It's also well established that non-verbal factors are much more important than verbal ones in creating that first impression. So, what body language techniques work well in establishing a positive first impression?
Sincere smiles, delivered at the right time, is an accepted staple for leaders. As is a positive and open posture; crossing your arms or constant fidgeting make people anxious. And the hand shake. Although touching is broadly frowned upon in the workplace, a firm (not too firm) and engaging hand shake is still one of the single most important ways you can make a positive impression on someone.
Leaders should use body language, they need to watch it in others
Peter Drucker, one of the legendary figures in management consulting, once said that “the most important thing in communication is hearing what isn’t said.” This is an enduring concept that highlights the importance of not just sending non-verbal messages to the people you’re leading, but to observe and interpret the non-verbal messages those people are sending you.
Listening, a modern leadership skill, and observing the way people react to what you are saying, and how you are saying it, is essential if you want to make small adjustments to your message and tone.
Consistency in body language is key
One of the pioneers of body language research was Albert Mehrabian, a professor of psychology at the University of California-Los Angeles, developed a numerical analysis of non-verbal and verbal communication – the 7-38-55 rule - that is still cited by many scientists today.
In short, Mehrabian theorized that when someone tries to communicate emotion, seven per cent of the intended message is communicated through words, 38 per cent comes from the tone of your voice, and 55 per cent from facial expression and other non-verbal clues. However, many people who quote Mehrabian’s rule forget that for it to be relevant, there must be consistency in all three elements.
For example, if you are telling someone you are not a threat, but your tone and facial expressions suggest you are ready to pounce, then your audience will be confused if not outright concerned. Leaders make this kind of mistake often in their interactions with others: they will tell people “I hear what you are saying” but communicating the exact opposite by not making eye contact or by repeatedly glancing at their phones or computer screens.
Don’t over analyze body language
Body language is important but for leaders, it cannot be all-consuming. There are so many additional things that leaders need to work on to be effective. In the current context, leaders need to demonstrate they are vulnerable by sharing personal observations. The best leaders are those who have been coached, and apply coaching skills to their interactions with the people that they lead.
