Do you always communicate with complete openness and honesty with everyone in the organization you lead? If you ask yourself that question, chances are you will reply, “Yes, I do – at least I try to.” Most leaders think that way.

But there is more to being a good leader than being completely honest all the time. It means using communication strategies that match the situation.  Communicating effectively is complicated – how do you do it? I have found it helpful to understand three different levels of communication and use them in an intentional way.

Level One– Evasive Communication

Most of the communication that takes place in this category actually has to do with lying. Yet evasive communication is not always bad. Some forms are effective when used the right way, others not.

• Withholding information (not telling the whole truth): For example, you can hold back some information when someone asks, “How are you are doing today?” The truth is, you have a headache, your kid said something at the breakfast table that got you upset, and you’re worried about a meeting that’s happening tomorrow. But you simply say, “I’m doing great . . . how about you?” You’re not being completely honest, granted, but you tailored your answer efficiently, and for sound reasons.
• Defensive and straight-out lying: Some people lie when they feel threatened, or to hide mistakes or simply because they are habitual liars. Obviously, these communication styles are not used by leaders.

Level Two: Conclusive Communication

At this level you are speaking honestly but not communicating fully, because you are trying to achieve a specific result or conclusion. Communication in this level can also take several forms, as these examples show:

• Supporting a policy, procedure or goal position or goal: For example, you have to have a tough talk with a member of your supporting staff who has been arriving late to work every day, and causing important meetings to start late and other problems. When you say to him, “We open at 9:00 and you have been getting here at 9:45” he replies, “We should start opening at 10:00 anyway, we’d all feel good about it.” But you say, “This is not the time to discuss that. If we are going to revise our hours of operation, we will have to take that issue up at the right place and at the right time.” Are you communicating fully and openly? No, but you are communicating in a considered and leader-like way, and that is your job.
• Seeking to blame and find fault: Some people act like they truly care about another person’s point of view, but they are only trying to prove themselves right, and the other person wrong. For example, you act as though you are really listening to a colleague’s ideas about how a new product will succeed, but you think it will fail and you are only listening so you can gain information that will help you advance your own opinion. This kind of communication is manipulative. It is inappropriate for leaders to use.

Level Three– Openness and Honesty

You are speaking and listening openly, without being tied to a result. Yet even at this level, communication can take several forms.

• True openness: Let’s say, for example, that you are trying to make the best decision about whether or not to expand your company’s operations into another region of the country. You are not tied to a specific decision. So you call in your most trusted associates and ask openly for their best advice and counsel. You are communicating fully and openly – and practicing leadership on a high level.
• A middle position: There are many different types of shading. For example, you have an opinion about what the right decision is about a business challenge, but you are willing to listen and possibly change your mind. This isn’t ideal, but if you are truly willing to listen if people share opinions that differ from yours, the outcomes can be much better than those you can achieve through conclusive communication.

Bear in mind that after gathering opinions and ideas, it is sometimes up to you as a leader to make the final decision.