Are Malta’s top CEOs blunt or subtle with their team?

Whether we realise it or not, communication is at the heart of everything in our lives, especially business.

From day-to-day discussions with colleagues and mentoring employees, to liaising with customers, effective communication is a necessity to drive business success.

While communication in itself is crucial, the way a business leader gets a message across is equally important. Some leaders may prefer a more direct and blunt approach to communicating with their team, while others may opt for more subtle and passive means.

Blunt communication is all about being direct and not beating around the bush. Being blunt does not mean being rude or oblivious to a colleague’s feelings, but about clearly stating an issue with the aim of correcting or solving an issue.

On the other hand, there are some instances where a direct approach can lead to certain colleagues struggling to accept the message. In these cases, a more subtle approach can work better, with business leaders being able to constantly reinforce the idea that they want to put forward.

In a series of quick-fire questions first published in MaltaCEOs 2024’s print edition, 50 of Malta’s top CEOs were asked whether they choose to be blunt or subtle with their team, and the results were varied.

Out of 50 respondents, 22 (44 per cent) said that they prefer taking a blunt approach.

Bank of Valletta plc (BOV) CEO Kenneth Farrugia said that he tends to opt for a direct approach.

“I mean what I say and say what I mean, driven by a ‘firm yet fair’ principle,” he remarked.

Albert Alsina, Founder and CEO at Mediterrania Capital Partners, commented that he often goes for a “clear and direct” approach to get the message across.

18 per cent of CEOs interviewed said that they take a more subtle and diplomatic approach to communicating with their team members.

NM Group CEO Beppe Muscat said that he is “probably a bit too subtle,” yet his approach is then balanced well by the rest of the leadership team at the company.

Denise Xuereb, CEO at AX Real Estate, remarked that she is “subtle, understanding, and a problem-solver,” yet also firm with her team.

The remaining 38 per cent said that they incorporate a balance of bluntness and subtlety, adapting to the different circumstances that they encounter.

“I read the room first,” Eurocargo Logistics CEO Luke Vassallo stated, while Carmelo Abela Group CEO Maria Magro noted that she is naturally blunt, yet “subtle as required.”

Out of the 38 per cent, there were others who said that they have changed over time, learning to cater to different personalities and situations.

“By nature, I’m blunt, but I have learnt to be subtle,” Eunoia CEO Stefan Farrugia remarked.

Adopting a more flexible communication style

While business leaders can opt for blunt or subtle means of communication – or a mix of both – the ultimate goal of every executive should be to adapt their style to the needs of their employees.

For example, some business leaders are naturally more direct and blunt, yet this can be counterproductive when working with employees who prioritise personal connections.

Contrary to this, a leader who focuses on subtle communication may find it difficult to deliver a message when their team prefers direct instructions or communication.

Therefore, here are some ways business leaders can adopt more flexible communication styles.

1) Be honest about how one communicates. Prioritising honest self-assessment, while sometimes difficult, is always the first strep to embracing necessary change.

2) Analyse past miscommunications. Identify instances where differences in communication styles could have led to a communication breakdown. Business leaders then need to explore different ways they could have approached the situation differently.

3) Practice active listening. This is vital, as active listening allows individuals to clear their mind of potential responses so that they can truly hear the other side of the conversation. This can be done by repeating back what was said, using phrases such as “what I hear you saying is…” before replying to let the other person know that they have been heard.

4) Improve emotional intelligence. Emotional intelligence centres around self-awareness, self-control, and social awareness. If a business leader can improve this, then they will be more capable of adapting their communication style to meet the needs of others.

5) Take a professional development programme focused on communication. These programmes can allow business leaders to learn new communication techniques and gain an outside perspective on how to become more flexible in the way they address their team.