Want to be an inspiring leader? Watch your language

Form a genuine connection with customers by actively listening to their concerns, expressing empathy, offering genuine compliments and balancing friendliness with professionalism, writes Ian Miller. "Good rapport is not just about resolving the immediate issue at hand; it's about creating an emotional connection that can lead to a long-term relationship," Miller notes.

Put it into practice: Use clear, jargon-free language when talking with customers to avoid misunderstandings and be sure to thank them for their loyalty and understanding, Miller advises. "Remember that every customer is different, so be adaptive and genuine in your efforts."

Decisions made from fear, or delayed until more concrete information comes in, will fail, writes life and business strategist Tony Robbins, who recommends writing down your thoughts about a decision, clarifying your goals and selecting options that "can move the ball forward and discovering if it's right or not." "It can be a tough choice you're making, but if it aligns with what matters most to you and the organization, you are propelling yourself in the right direction," Robbins notes.

The balsa-wood door prop that saved Kate Winslet's Rose in the movie "Titanic," but apparently didn't have enough room for Leonardo DiCaprio's Jack to join her has been sold at auction for $718,750. Other movie props also fetched high prices, including Indiana Jones' bullwhip from "The Temple of Doom," fetching $525,000, and a can of shaving cream from "Jurassic Park" that Wayne Knight used to smuggle out dinosaur embryos, selling for $250,000.

How a leader speaks and the language that they use can have a significant impact on how well your team performs. When I worked at a university in Georgia, the vice president of our division had a nasty habit of using belittling and sarcastic language. Not just once in awhile, but all the time in all situations -- maybe especially in those that required some manner of empathy.

She was well aware of how she came across, and she liked being intimidating and off-putting. As a result, she lost a lot of good, competent staff, myself included.

I've had other bosses who were careful with language and were open to hearing how they could improve their communication. The leader of a grant project I worked on at a South Carolina university was such a person. When she spoke, you knew that she cared, but when she needed to assert herself, she always did it in a way that made you want to do your job better. As Jonah Berger put it, she turned actions into an identity. You weren't just her employee, you were a helper, a professional who could excel in their job given the right resources.

She was a joy to work with, and I was sad when the grant was over, and we all had to find other jobs.

Watching your language doesn't mean you have to stop being an assertive leader. Instead, it's learning to understand how your words can either motivate or discourage your team and finding the right way to help them fully engage their talents.

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