In most workplaces that I have come across, communication is or a lack of good communication tends to be the number one contentious issue amongst teams.
Yet, when I have asked team members to elaborate as to what they mean when they say “communication” very few people have been able to give me precise and concrete descriptions.
This does not mean that good communication is still not an issue, they know it, they feel it, they just can’t describe it.
And, for that same reason, they don’t have an elegant solution to address and improve it.
I personally believe that like the word “trust,” “communication,” is a heavy and high-level all-encompassing word; perhaps too big to address with one simple elegant solution.
Yet, left unaddressed, poor communication can cause substantial ambiguity, stress and conflict.
In some ways, a lack of a smooth day-to-day flow of communication can hinder progress.
This can take the form of quick conversation, email messages, the use of team collaboration tools and formal messages such as with memos.
I personally have never had anyone give me any orientation on organizational communication methodologies or philosophies.
For what I have observed, those in leadership incorrectly assume good communication is the responsibility of staff and not for them to set the tone.
I have even seen some leaders attribute poor organizational communication on “personality problems,” of staff.
You might even hear them use the now over-used terms of “responsibility and accountability,” transferring the ownership on others rather than themselves.
And, when this happens, the normal response from staff might be to do the opposite of taking responsibility and accountability for the words they choose.
And then, ambiguity rises, trust erodes, and frustrations quietly accumulate.
In face of this, as with so many things, leadership might propose a meeting.
Yet again, from my experience, improving team communication doesn’t start with more meetings.
It starts with each person taking individual ownership for both what they say, do and what they write.
Here are a few practical ways to strengthen communication through personal actions and behaviour:
1. Slow down before you speak or hit send.
I always configure a 5 or ten second pause into my email settings or before I say something. A five or ten-second pause can prevent messages lost in translation. Ask yourself: Is this clear? Is it necessary? Is it respectful? Good communication is intentional, not impulsive.
2. State your message, not your mood.
People are not mind-readers. Own your emotional tone by keeping it out of your message unless the emotion itself is relevant. “I’m frustrated” is honest. “Why haven’t you done this yet?” is reactive.
3. Be specific with commitments.
Say “I will send the draft by Thursday at noon,” not “I’ll try to get it to you soon.” Trust grows when language is precise and time bound.
4. Ask clarifying questions instead of making assumptions and presumptions.
Miscommunication loves assumptions and presumptions. Good communicators check in: “Just to confirm, are you expecting Option A or Option B?”
5. Match your communication method to the importance of the message.
If the issue matters, don’t hide behind email. Pick up the phone or meet face-to-face. Good communication includes choosing the right channel, not just the right words. This is the reason I named my company vis-à-vis leadership. I truly believe in face-to-face communication.
6. Own your impact, not just your intent.
If something you said landed poorly, own it instead of defending your intentions. Try: “Thanks for the feedback, I didn’t realize how that came across. Here’s what I meant.”
7. And seriously, be as nice as ChatGPT.
Have you ever noticed how ChatGPT has kindness in tone and phrasing. Civility is not softness; it’s professionalism.
And, as I always say, ABC, Always Be Classy.
When every team member commits to these practices, communication becomes cleaner, faster, and more respectful.
These can be viewed as shared norms, not imposed rules.
Good communication is a leadership skill, but it’s also a daily personal choice.
In the end, strong teams are built one word or sentence at a time.