One of the many challenges you'll find leading in your district is that of communication. As George Bernard Shaw said “The single biggest problem in communication is the illusion that it has taken place". Whether you're communicating with your trio and managers, the District Executive Committee (DEC), or the district at large, communicating to be effectively understood is important.
One of the hurdles which often occurs is that of assumption. As a leader, it's easy to assume that your audience has knowledge which might not be present.
As you communicate with your trio and managers, it's helpful to remember that you're leading leaders. These team members aren't just people who report to you, they're also guiding teams of their own, and in some cases, were elected by the same people who elected you. These team members may have previously served in district leadership roles, and might have knowledge and experience which provides an effective complement to your own. It's also likely that they've received more advanced training in their role. It's a great idea to use a collaborative communication style when you're connecting with this part of your team - share your ideas, ask for theirs, and consider these together.
As you communicate with your DEC, the range of knowledge and experience in your team members broadens. You'll likely have some Division Directors and Area Directors who have filled these roles before. Some of these will bring terrific experience to share with others. Others may bring bad habits, or a assumption that they "already know this". With this team, general communication should assume that leaders have some small degree of information, but should provide a greater level of explanation in more of a coaching style. If you're fortunate enough to have some outstanding past leaders in these roles, one way to further build and recognize their existing skills might be to invite them to share some information or a learning experience with some of the less experienced members.
As you communicate with club officers and members, keeping things simple, useful and concise are your key focus. You've probably already noticed that many members have no awareness of the district, its function, or where they can find information and support. If your communication in this space is complicated or full of acronyms and demands, you can pretty much consider it useless. Many districts ask Area Directors and Division Directors to pass information on to clubs, and as such, club officers frequently receive far more emails than they'd anticipated - and far more than they'd prefer. By keeping this clear and relevant, the direct communication style conveys information without overwhelm. Everybody wins - your message is heard, and club officers and members avoid resentment.
There may be times in leadership when you need to apply a different leadership style based on personality, situations, or other circumstances. By paying conscious attention to the people around you and listening to what they have to say, you'll learn to adapt your communication style wherever it's needed.