Communication – a word we all know, often take for granted, and yet it remains one of the most challenging aspects of working life. As someone wisely said: “Everything we say, think, and do, as well as everything we choose not to say or do, is communication.”

Last week, I had the privilege of giving a talk on the topic of “Workplace Communication,” which once again allowed me to reflect on the fascinating, challenging, and wonderful world of communication. It is an area full of opportunities—but also one that can lead to gray hairs, conflicts, and misunderstandings.

Breakdowns in communication and negligence can have far-reaching consequences. It’s not just about inefficiency or costly mistakes, but also something more fundamental: relationships and workplace environment. Poor communication risks creating conflict, discord, and a sense of disconnection—ultimately affecting both morale and productivity.

Despite many organizations actively working to improve communication, misunderstandings and poor information flow consistently emerge as areas for improvement in employee surveys. The most common complaints typically include:

• Poor leadership
• Insufficient information
• Lack of positive feedback

Leaders often feel frustrated by these results. “We’ve done so much,” is a frequent reaction: new information channels, monthly newsletters, regular one-on-one meetings, and weekly acknowledgments to staff. Yet, the same criticisms persist. Why is this? And what can be done differently?

Reflection and Action – The Keys to Change

To understand and address communication challenges within organizations, we should begin by asking some key questions:

1. Do you acknowledge feedback?
   It’s crucial to return to employees with a report on what actions have been taken based on their input. List the measures implemented and their purpose. Communication about the change process must be ongoing, not a one-time occurrence.
2. Are employees involved?
   Positive change happens when everyone feels included. Questions like What? How? Who? When? can help employees contribute with small or large steps toward a shared goal.
3. Is the information tailored to the audience?
   A common reaction to complaints about insufficient information is to increase the volume of information, spread it through more channels, and send it to more people. But quantity does not solve quality issues. Effective communication is about delivering the right information, in the right format, to the right person, at the right time.

Body Language and Tone – The Power of Non-Verbal Messages

Returning to the earlier quote: “Everything we say, think, and do, as well as everything we choose not to say or do, is communication,” how do body language, tone, and energy—our non-verbal communication—affect our message? Research shows that only 7–10% of communication is conveyed through the words we say, while the rest is communicated through body language and tone. This is especially important to consider when addressing a group or meeting with an individual one-on-one.

Tips and Questions to Reflect On Before a Meeting:

• How confident and credible do I feel? Your own sense of confidence and credibility affects how your message is received.
• How prepared am I? Do you know what you want to say? What is the purpose, and what do you want to achieve?
• How do I ensure the message is understood? Allow time for questions and remain available after the meeting for any clarifications.
• How do I show I welcome questions? Use both verbal and non-verbal signals to convey that questions are appreciated. For example, you might say, “I have X minutes for questions and look forward to hearing your thoughts.”
• How do I handle questions I don’t know the answer to? It’s okay not to have all the answers. Be honest and say, “I don’t know the answer right now, but I’ll get back to you.”
• What do I think about the group or individual I’m meeting? Your expectations influence your communication. Aim for a positive and warm attitude.
• How do I show up? Regardless of the meeting’s topic, ensure you arrive on time, with good posture, a calm expression, a welcoming smile, and steady eye contact. The first few seconds set the tone.

Responsibility for Communication – A Two-Way Process

Effective communication requires accountability from both the sender and the receiver:

The sender’s responsibility:

• Keep the message brief, clear, and concrete.
• Ensure the information is easily accessible and reaches the right audience.
• Avoid overwhelming everyone with unnecessary information—quality over quantity.
• Ensure that your message comes from a well-meaning and sincere heart – free from hidden motives or agendas.

The receiver’s responsibility:

• Listen to and read the information carefully.
• Ask for clarification when needed.
• Distinguish between critical information and “nice-to-know” content.
• If there is room for interpretation, choose to interpret positively and believe the best.
• If the message was unclear, ask the sender for clarification, not someone else.

Tools for Improved Communication

To further enhance communication, we use SDI 2.0 (Strength Deployment Inventory), based on the research of Ph.D. Elias H. Porter and Ph.D. Tim Scudder. SDI 2.0 helps us understand different communication styles and tailor messages to the recipient’s needs. This tool reduces the risk of misunderstandings and fosters mutual understanding of both content and purpose.

Communication is not just a tool; it is the heartbeat of a successful organization. When leaders take responsibility for clear communication and employees actively listen, ask questions, and engage, a dynamic is created where everyone feels seen and heard.

In my next post, I will delve into the topic of feedback—why we often feel we don’t receive enough positive feedback, and how to give feedback that truly makes a difference.

“Liberty means responsibility. That is why most men dread it.” – George Bernard Shaw

Let’s dare to take shared responsibility for communication—and in doing so, create workplaces where leaders and employees thrive and grow.

With Relational Intelligence (RQ), we constantly achieve new successes. Through deeper communication and collaboration, we achieve results that are significantly greater than the sum of the individual contributions. Our focus is on understanding and strengthening relationships, which leads to a more harmonious and productive work environment. Relational Intelligence is about creating strong bonds and trust, which in turn enables effective collaboration and innovation.

Communication and leadership are constant sources of growth—we are never fully learned.

If you or your organization are looking to grow, we are here to help. We offer training and coaching for both individuals and groups, working to elevate your leadership to new heights. Are you interested in developing coaching leadership, self-leadership in practice, or utilizing SDI 2.0?

Do you want to invest in an engaging, successful, and coaching-oriented leadership approach in your organization? Contact us today!

You don’t have to make the journey alone—together, we’ll create success.