It is well established across the leadership literature that good communication is paramount if the desired outcomes from individuals and teams are to be achieved. Timely, constructive communication is recognized as fundamental to effective leadership; research commonly claims that successful leaders spend a significant proportion of their time conversing with their team and significant stakeholders. As highlighted in a previous editorial (Henderson, 2015), leadership advice emphasizes conversations about creating a vision and inspiring the workforce; yet, equal attention should be devoted to maintaining and sustaining the created vision and the associated embedded values. For this to occur, leaders need to encourage and continue constructive behaviours that reinforce agreed values. High level interpersonal skills that faciltate engagement in conversations that share, model and reinforce behaviours reflective of these values are integral to everyday practice of successful leaders.