Effective Communication in the Workplace

Make requests specific

Vague requests produce vague results. Instead of "let me know soon," say "please respond by Thursday at noon." Instead of "make this better," say "shorten the intro and lead with the recommendation."

A useful frame:

• What exactly is being asked?
• By when?
• Why does it matter?
• What good enough looks like.

Give feedback that lands

• Feedback is about behavior, not identity.
• Be specific: what happened, what impact it had, what you'd like next time.
• Give it timely, in private, and separate from evaluation.
• Balance corrective with appreciative — both are needed.
• End with what changes going forward.

Hard conversations

• Prepare: what's the outcome you want?
• Open with the shared goal.
• State the facts before the interpretation.
• Ask what you might be missing.
• Listen fully before responding.
• Agree on next steps and follow up in writing.

When you disagree

• Separate the person from the position.
• Steelman their view — repeat it back until they agree you understand.
• Then state your view clearly.
• Look for the underlying interest, not just the stated position.
• Be willing to change your mind.

Email and messaging

• Lead with the ask, not the backstory.
• Short paragraphs. Bullet lists when appropriate.
• Assume warm tone in others' messages until you have reason not to.
• Sensitive or nuanced topic? Pick up the phone or meet.
• Never write it angry. Draft, wait, revise.

Listening

• Close other tabs. Put the phone face down.
• Let people finish sentences.
• Reflect what you heard before responding.
• Ask one more question before offering advice.

Repair

Everyone miscommunicates. What matters more is what you do next. A short, specific acknowledgment — "That came out sharper than I meant. Let me try again." — repairs more damage than a long explanation ever will.