Impactful Communication: Laura Eigel Of The Catch Group On 5 Essential Techniques for Becoming an Effective Communicator
An Interview With Athalia Monae
Own your narrative — You get to tell people who you are as a leader, what you care about, and what you are good at. You don’t have to wait for people to see you do it. Tell them first, then follow up with action.
In an age dominated by digital communication, the power of articulate and effective verbal communication cannot be understated. Whether it’s delivering a keynote address, leading a team meeting, or engaging in a one-on-one conversation, impactful speaking can open doors, inspire change, and create lasting impressions. But what truly sets apart an effective communicator? What techniques and nuances elevate a speech from mundane to memorable? As part of this series, we had the pleasure of interviewing Laura Eigel, PhD.
Laura Eigel, PhD, is an organizational psychologist, author, and podcaster. As the founder of The Catch Group, she partners with leaders and organizations to build values-based cultures that get results. Drawing from her experience as a Fortune 50 HR executive, chief learning officer, and program director at SMU, she developed the Values First Framework to help organizations create meaningful impact by putting values at the center of every decision. Through executive coaching, team facilitation, her podcast “You Belong in the C-Suite,” and her books Values First and Values First Teams, she offers practical strategies to transform workplace challenges into opportunities for deeper connection and stronger results.
Thank you so much for joining us in this interview series. Before we dive into our discussion about communication, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I’ve always been fascinated by group dynamics and why people behave the way they do, which sparked my early interest in psychology. I got my BA in psychology and went on to graduate school for social psychology and ended up taking an organizational psychology class. That class opened a career path that I didn’t even know existed. Organizational psychology uses evidence-based practices to understand and improve human behavior in the workplace.
That’s what my career has been focused on — making work better for both organizations and employees. I’ve had a career in human resources, which has allowed me to work with both small and large companies, supporting leaders in achieving fulfilling careers and leading more effectively. I love the impact I can make by working with senior leaders and teams — they can create significant impacts for the business and its employees.
Can you share the most interesting story that happened to you since you started your career?
Amanda Knox — an American writer and journalist who was wrongfully convicted of murder in Italy and later exonerated — once asked me a question that got me out of my head and inspired me to act on a longtime goal.
As I’ve progressed in my career, I’ve gained invitations to spaces with influential leaders. After working in corporate, I founded The Catch Group and launched “You Belong in the C-Suite” — a leadership podcast for high-achieving professionals who aspire to advance their careers and create a meaningful impact. In 2022, I had the privilege of interviewing Amanda, who now uses her voice as an author and podcast host to advocate for justice and share powerful stories. (If you haven’t yet, check out her Labyrinths podcast — it’s one of my favorites.)
During our conversation, we discussed belonging and advocacy. I asked her how she prioritizes herself, and she said she’s a craft geek and likes to make things. Then she asked me what I geek out on. In my podcast, I’m usually the interviewer, not the one being interviewed. Her question gave me space to reflect in real time.
My answer was indoor rowing, and I confessed I’d always wanted to row on a real boat but hadn’t yet. She asked why I hadn’t yet, and I told her that I hadn’t tried out of fear of not liking it. What if I had been romanticizing it? That limiting belief was keeping me from trying something new that I had been thinking about for years. Years!
How many times have I avoided trying something because I was afraid I wouldn’t like it or wouldn’t be great at it? So many times. So, I did a thing I seldom do. I signed up and went all by myself to a learn to row class.
Even though I had the intention and dream of my plan, I didn’t execute it for many years. My advice to you is to do the thing you want to do, even if it takes more than five years to accomplish. Where might you need to expand?
In expanding my lens around my value of growth and putting myself into an uncomfortable situation of trying out something new, I found a new team of people who had similar goals to mine. Even though I showed up to the boathouse by myself, I was surrounded by people who shared the same goals and values. We were quite literally in the same boat, working in unison towards the same goal: to move that boat in synchronization with each other.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
The first trait is continuous learning. I’m never done learning. I have a PhD, but the more you know about one topic, the more you realize you don’t know much about anything. You are never done learning how to be a better manager, leader, and human. I love to consume information — usually through podcasts, books, mentors, or through new experiences.
The second trait is authenticity. I’ve done a lot of work on self-reflection and learning about myself. If you’ve ever worked with me, on my team, been a client, or one of my students, you’ll see who I am as a leader because I authentically show up in the spaces that I’m in. That builds trust, long-term partnerships and networks.
Last, I’d say I’m decisive with goals and taking action. Once I decide to do something, nothing is stopping me. Sometimes the deciding part takes a bit, but once I do, it is almost a done deal. My husband jokes that once I make up my mind, get out of my way because it will happen. There are a lot of people with goals. But not everyone acts on them.
Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that we are all on the same page. How would you define an “Effective Communicator?” What are the characteristics of an effective communicator?
An effective communicator is a leader who uses their style to convey messages to get others to act or move forward. They can guide a discussion and bring people along with them. They possess self-awareness, the ability to simplify a message, and the skill of being a storyteller. They are transparent. They listen and ask for feedback. Communication isn’t only one way — it is holistic.
How can one tailor their communication style to different audiences or situations?
You can if you become skilled at identifying your target audience. Who are they and how do they need to hear information? Often leaders don’t take the time to think through a simple stakeholder analysis. In a stakeholder analysis, you can map out key audiences, identify what is important to them, and determine how they need to receive the information you are providing.
Are they busy executives? Then they need a brief headline, the impacts and your recommendation for moving forward, and how they can support you.
Are they data-driven? Then, you need to provide them with more detailed information and allow them more time to review your recommendation.
Do they have a bigger stake in the outcome? Then you need to bring them into the decision-making process sooner, and not just tell them your idea, but bring them with you on how you build the solution together.
Many leaders take the same approach when communicating and then wonder why issues arise later. It is usually because they didn’t take the time to tailor their messaging for different stakeholders before communicating.
Can you provide an example of a time when you had to adapt your communication style to reach a particular audience successfully?
At one point in my career, I led the employee survey for a large company and had the opportunity to present the results to the CEO. To prepare for the meeting, I created a PowerPoint presentation with an executive summary that included data and highlighted key findings. We reviewed a few recommendations based on the topics I knew he would care about most. The meeting went so well that he invited me to present the data at his leadership team meeting, where all his C-suite direct reports would be later that day. I was excited, but also nervous because I hadn’t presented to that broader audience before.
I wouldn’t have had time to conduct any further analyses, but before the next meeting, I sat down with my manager, and she helped me prepare for other questions that could arise based on her knowledge of those attending the meeting. While the core message of the presentation remained the same, I adopted a different approach with the larger audience. I asked questions based on the preparation I had with my manager to guide the conversation. The meeting went well, and I received positive feedback on how I presented myself in both meetings that day.
How do you handle difficult or sensitive conversations while maintaining open and effective communication?
As a leader, you often have the responsibility of delivering tough messages and handling sensitive information. I’ve had a lot of experience in this area, being a leader in human resources for most of my career.
To be an effective communicator in these situations, you need to start by building a foundation of trust and giving feedback. As I build a relationship with a new team member or colleague, I enjoy understanding how they prefer to receive feedback, what motivates them, and how we can work together collaboratively. I try to gain a mutual understanding of our shared goals and values. That way, when it comes to having a difficult conversation, I know how to approach it.
In my book, Values First Teams, I outline methods to prepare for and have difficult conversations using the CARE Framework. CARE stands for Context, Action, Result, and Empower. Context — what was the situation, and what happened? Action — what actions and behaviors have you seen that may not be in alignment with our shared values? Result — what is the result of their actions, and what was the impact? Empower — how can I empower them to act in alignment with our shared goals and values?
By providing feedback with care, you are setting the other person up for success and effectively communicating your needs and expectations.
In your experience, how does storytelling play a role in impactful speaking? Why do you think stories are effective in communication?
Storytelling creates connection. It is sharing experiences that people can relate to and remember. It is a way to make it personal. Storytelling plays a significant role in impactful communication.
At the first meeting I had with my book coach, Lauren Marie Fleming, I told her that I wanted to write a leadership book but knew that I didn’t want it to be too theory-based but instead very practical for leaders to use in the workplace. I also told her I didn’t want to write about myself. I didn’t want to tell my story or experience. She listened, asked me a few questions with a smile on her face, and then we got started on the process of writing a book.
As I started writing my first draft of my book, Values First, most of the content was — surprise — about me. It was personal. It was about my experience. Because that is what is authentic to me. And guess what? It was relatable and practical, too. That’s what made it successful, because it had my voice in it. It had relatable stories from my own career within it. We still laugh about that first meeting — that the book wouldn’t have me in it. Being a storyteller enables you to connect with others in a way that sharing information can’t.
What are your “5 Essential Techniques for Becoming an Effective Communicator”? If you can, please share a story or an example for each. Click here to view Laura’s of 5 Essential Techniques for Becoming an Effective Communicator.
1. Know who you are as a leader and what matters to you. Generally, most leaders have an idea about how to describe their leadership style or what’s important to them. However, if I asked you right now, could you succinctly tell me? Don’t feel bad if you can’t do this, because most people can’t — that is, unless they’ve done the work to clarify who they are and what they care about. In my book, Values First Teams, I show leaders how to build a Values Statement. A Values Statement is a concise statement about how you lead and what’s important to you. It is a leadership elevator speech. You describe your leadership style in terms of your values. Being able to describe how you lead and what is important to you is a valuable skill. It is a skill that can be improved with practice. This simple exercise is a game-changer to be able to utilize in a variety of forums.
2. Own your narrative — You get to tell people who you are as a leader, what you care about, and what you are good at. You don’t have to wait for people to see you do it. Tell them first, then follow up with action.
As an introvert, I do my best thinking when I have time to think. I need time to process information. I recall a time very early in my career, when I was in a boardroom meeting with the CEO, my manager, and a few other senior leaders. A consulting firm had just given a major presentation, and the CEO went around the room to solicit our thoughts. In my mind, I thought — please don’t start with me, please don’t start with me. And of course, he asked me for my thoughts first. My lack of preparation and introverted tendencies took over, and I said, “Can I not go first?” That was not the correct answer. He said, “Well, if you don’t have a point of view, I’m not sure why you are here.” The narrative on me in that moment was — she doesn’t have a point of view. I did have a point of view, but I just wasn’t confident in my response because I hadn’t had time to think it through fully.
Instead, I could have stated, “I’m loving this topic and it is energizing around my value of growth. I’m still processing the information, but what I’m thinking right now is… xyz.” In that simple sentence, I’m telling the audience that I care about growth and that I process information differently, and I also have a point of view. Regardless, I know what I care about; those are my core values. I can almost always tie something back to my core values. That’s something I can always rely on, even if I’m still processing other information and forming my opinion. By sharing that, I’m owning my narrative. Tell them who you are and what matters to you.
3. Don’t just talk, listen. You can’t be a good communicator if everything is one-way. You need input. You need data. How do you do that? Ask questions, and then actively listen. Seek feedback. Don’t be the first to communicate.
Often leaders seek to fix and spring into action because they have the experience and know what needs to be done. Even if you know the answer, ask a question instead. As a coach, one of my favorite acronyms to remind me to stay present and listen is on a Post-it note on my computer as a reminder. The acronym spells out the word WAIT — it stands for “Why Am I Talking?” Usually, it is because I’m sharing something and not actively listening. It is a great reminder to stop talking and listen instead.
4. Be intentional and consistent. Think about all the ways you communicate with people as a leader. You have one-on-one meetings, team meetings, coffee chats, project kick-offs, department meetings, town hall meetings, emails, newsletters, LinkedIn posts, and internal or external presentations. Don’t underestimate the importance of intentional messaging and the power of consistency.
I distinctly remember one conversation I had with a peer at the beginning of the pandemic when I was sharing my availability for our next meeting and reminding him of my working hours. As our Teams call was ending, he said, “I love that you are talking about your work-life balance so much right now. It is important.”
I replied, “Oh no. I don’t have work-life balance. We are barely making it over here. I do have new working hours that I’ve put in place because of virtual school for the kids while we are all at home together.”
I openly discussed it so that others knew it was something I was going through, as were many others. I was one of the only people in my peer group who had small kids during this time.
I consistently shared my working hours, which was a boundary I put in place, to meet my value of family. I wasn’t balanced in anything, except maybe in the guilt I felt of not meeting the needs of all my roles. I consistently messaged my team, peers, and others in the organization about why my schedule was shifting and why it was important.
It was a very intentional practice to share that with others. It benefited my team too. By sharing what I was doing, I was giving them permission to do the same thing. At times of uncertainty, consistency in messaging is even more powerful. I eventually shared how I was managing multiple priorities in a town hall for a broader internal audience as well. I received feedback from team members about how impactful it was to see my transparency around how I was struggling and how I was managing through it.
Be consistent in your messaging across all aspects of your work and life. You’ll start seeing your team repeating or using the same language you use. You’ll see them anticipate what’s important to you over time. You’ll begin building a consistency that they didn’t even know that they craved in this ever-changing world of work.
5. Communicate, again and again.
You may feel like you’ve said something one million times, but someone will still not have heard the message. You need to communicate more than you think. Build on your consistency, repeat and continue to communicate. This is one of the biggest mistakes I see leaders make — they don’t communicate often enough. When you think about hearing a message as a leader, it usually occurs early on. You may discuss it with senior leaders for a while before others find out about it. By the time it is ready to be communicated broadly, you have often been talking about it for a while. You may be sick of talking about it. But that’s just the beginning of the messaging for many audiences.
As a leader, you have the opportunity to guide people through change. You can be an anchoring point that helps ground them. Or you can leave your people with little communication, and they may feel like they are lost at sea. I know which one I’d prefer. So, over-communicate messages, give people context, and be intentional, consistent, and generous with your communication.
How do you integrate non-verbal cues into your communication? Can you provide an example of its importance?
When I’m facilitating a meeting with a team, I use non-verbal cues often. For instance, I use the space in the room to focus the audience’s attention. I move around the room intentionally. Sometimes I stand in front of someone if I feel like they have something to contribute. It’s almost as if I’m using the physical space and my non-verbal communication — getting physically closer to them to invite them into the conversation and share without speaking.
Sometimes my non-verbal cues are a struggle. It is important to have self-awareness of your nonverbal cues too. I wear my heart on my sleeve, and my feelings on my face. Sometimes that gets in my way, as I don’t realize that the look on my face isn’t in line with my intended communication. One time in a meeting, I must have had a grimace on my face. A person in the meeting asked me, “Do you disagree with our approach?” I was in alignment, but I was getting a headache, so the look on my face was due to the pain from my headache, not disagreement.
How has digital communication changed the way you convey your messages? Are there any specific challenges or advantages you’ve encountered?
As I think about different forms of communication, I want to be intentional and use them for a specific purpose. Just because a form of communication exists doesn’t mean that you need to use it. There are so many forms of digital communication available to us, especially on social media. But you don’t have to use them all, and most likely shouldn’t.
One form of digital communication that I love is my biweekly newsletter, which I send to my email list. Through this newsletter, I can share personal stories and graphics that align with the messaging of my podcast content. I also consider my podcast, You Belong in the C-Suite, a form of digital communication that allows me to be in the ear of a leader as they take a walk or accompany them on their commute to the office.
In Values First Teams, I highlight a method for ensuring leaders utilize the right systems, technology, and communication aligned with their team’s values by conducting a Team Systems and Processes Audit to assess all the ways the team communicates with each other. It is an eye-opening experience that highlights how we are using digital communications to our advantage and sometimes to our detriment.
Public speaking is a common fear. What techniques or strategies do you recommend to manage and overcome stage fright?
I’m an introvert by nature. I do not like to be the center of attention. However, that hasn’t stopped me from communicating in ways that are authentic to me. It hasn’t limited the number of people that I’ve been able to speak to.
When you think of public speaking, you often think of a big audience in front of many people. One strategy that I’ve used is a mindset shift. Instead of public speaking, I think of it as a way to connect with others on the topics I’m most energized about. I have also employed the strategy of broadening the scope of public speaking.
Public speaking isn’t just about addressing a large audience. I’ve redefined what public speaking means to me by thinking of it as a way to connect with others at scale. In that way, I’ve shared my voice at scale, having published two books and hosting a podcast with over 190 episodes. My voice is out there in the world authentically because I’ve used it in forums and platforms that are comfortable to me, that bring me energy. I know how I like and dislike to communicate.
I don’t enjoy giving keynote speaking talks. That isn’t my style. Instead, I love fireside chats, interviews, panel discussions, and facilitating workshops, whether with small groups of 10 or larger groups of hundreds of people. To figure out what I liked and didn’t, I tried many things, got a lot of feedback, and repeated those that I enjoyed. And I became comfortable in those places and platforms, with a consistent message and ownership of my narrative.
What additional resources do you recommend for individuals looking to improve communication skills?
I continue to learn about effective communication by learning from Tracy Renee Williams and her SPEAKeasy framework. I love the book Smart Brevity: The Power of Saying More with Less by Jim VandeHei, Mike Allen, and Ray Schwartz, which was recommended to me by a client. It is a fast read on how to communicate with audiences in concise formats with impact.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
The world of work needs better leaders. Recognize that you now have the power to do that in your role. You don’t have to wait for someone else to make your workplace better. You have the power to do that right now. What is one simple thing you can do to make your workplace better?
How can our readers further follow you online?
You can find me at my company website, The Catch Group, or follow me on LinkedIn.
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
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