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The Uncomfortable Truth About Natural Communicators: They're Usually Terrible Leaders

I'm going to say something that'll make most HR professionals reach for their stress balls: the people everyone calls "natural communicators" are often the worst leaders I've encountered in my 18 years running workplace training programmes.

You know the type. They're the ones who can charm a room, tell brilliant stories at the Christmas party, and somehow make even the most boring quarterly reports sound fascinating. Management loves them. Colleagues gravitate toward them. And they're usually promoted faster than you can say "emotional intelligence workshop."

Here's what nobody wants to admit: being a captivating speaker and being an effective communicator are two completely different skills. And in my experience working with everyone from mining executives to tech startups, the gap between these abilities is where most workplace disasters begin.

The Storyteller Problem

Take Sarah (not her real name, obviously). Brilliant storyteller. Could have you in stitches talking about her weekend gardening mishaps. Got promoted to team lead because "she really connects with people." Within six months, her team was requesting transfers.

Why? Because Sarah confused entertainment with communication.

Real communication isn't about being the most interesting person in the room. It's about clarity, consistency, and follow-through. It's about ensuring your message lands where it needs to, not where it gets the biggest laugh. Sarah spent so much energy crafting the perfect delivery that she forgot to check if anyone actually understood what they were supposed to do next.

This happens more than you'd think. I've seen natural storytellers tank entire project launches because they were so focused on the narrative arc of their presentation that they buried the actual deadlines somewhere in act two.

The Listening Blind Spot

Here's another thing about natural communicators that drives me mental: they're often terrible listeners. Shocking, I know.

They're so used to being the centre of attention, so accustomed to people hanging on their every word, that they never developed the skill of shutting up and actually hearing what others are saying. They wait for their turn to speak rather than truly engaging with the conversation.

I remember working with a pharmaceutical company in Melbourne where the head of sales was this incredibly charismatic bloke who could sell ice to penguins. Fantastic presenter. Customers loved him. But his own team was falling apart because he never actually listened to their concerns, just waited for gaps in conversation to insert his next inspiring soundbite.

The irony is painful. The people we trust most with communication are often the least equipped to handle the listening half of the equation.

Why Quiet Achievers Make Better Leaders

Now, before you think I'm completely anti-charisma, let me clarify. I'm not saying natural communicators can't be good leaders. I'm saying we need to stop assuming they automatically are.

Some of the most effective leaders I've worked with are what I call "quiet achievers." They're not the ones dominating every meeting or delivering TED Talk-worthy presentations. They're the ones who ask clarifying questions, follow up via email to confirm understanding, and somehow manage to get things done without a single PowerPoint animation.

These leaders understand that communication is about outcomes, not performance. They focus on ensuring their team has what they need to succeed rather than ensuring everyone thinks they're brilliant.

Take professional development courses - the most impactful sessions I've run aren't led by the most dynamic speakers, but by the facilitators who create space for genuine dialogue and learning.

The quiet achievers also tend to be better at difficult conversations. They don't try to charm their way through performance issues or use their personality to avoid addressing problems. They deal with reality head-on, which is exactly what leadership requires.

The Performance Trap

One of the biggest issues with naturally charismatic communicators in leadership roles is what I call the performance trap. They become so focused on maintaining their image as the engaging, inspiring leader that they stop being authentic.

Everything becomes a performance. Team meetings turn into one-person shows. One-on-ones become opportunities to deliver motivational speeches rather than actual management conversations. And God help you if you need to have a serious discussion about budget cuts or redundancies - they'll spend so much time trying to make it palatable that the message gets completely lost.

I worked with a CEO in Perth who was absolutely brilliant at company-wide presentations. Standing ovations every time. But when it came to actually managing his executive team, he was hopeless. He couldn't switch off the performance mode long enough to have real conversations about real problems.

The company nearly went under because critical issues were being sugar-coated in beautiful presentations rather than addressed with clear, direct communication.

Training the Naturals

This is where it gets interesting. In my experience running communication workshops across Australia, the natural communicators are often the most resistant to training. They think they've got it sorted.

But here's the thing - they usually improve the most once they get past their initial resistance. Because underneath all that natural ability, they're often hungry for the structure and framework that proper communication training provides.

The key is helping them understand that leadership communication is a completely different beast from social communication. It requires different skills, different approaches, and yes, sometimes being less entertaining in service of being more effective.

I've seen charismatic leaders transform their effectiveness once they learn to dial down the performance and dial up the clarity. It's not about suppressing their natural abilities - it's about channelling them more strategically.

The Real Skills That Matter

So what actually makes a good communicator in a leadership context? It's not what you think.

First, it's preparation. Not the kind of preparation that involves crafting the perfect opening joke, but the kind that involves thinking through what specific outcomes you need from each conversation. What decisions need to be made? What information needs to be shared? What actions need to be taken?

Second, it's follow-up. This is where natural communicators often fall down. They deliver their message beautifully and then assume job done. But real communication isn't complete until you've confirmed understanding and tracked implementation.

Third, it's adaptability. Different people need different communication styles. The approach that works for your marketing team might not work for your finance team. Natural communicators often have one style they're really good at and try to use it everywhere.

The Bottom Line

Look, I'm not trying to bash people with natural communication gifts. The world needs storytellers and inspirational speakers. But we need to stop automatically assuming these skills translate to leadership effectiveness.

If you're naturally charismatic, brilliant. Use it. But also recognise that leadership communication requires additional skills that don't come naturally to anyone. It requires discipline, structure, and a willingness to prioritise outcomes over applause.

And if you're one of those quiet achievers reading this, take heart. Your methodical approach to communication might not win you standing ovations, but it's probably getting better results than half the smooth talkers in your organisation.

Communication isn't about being the most interesting person in the room. It's about making sure everyone leaves the room knowing exactly what they need to do next.

That's the difference between being a natural communicator and being a natural leader. And trust me, your team will take clarity over charisma every single time.

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