We often assume communication problems come down to confidence. If people were simply more assertive, more articulate or more willing to speak up, everything would improve.
In reality, that’s rarely the problem.
The biggest communication challenges in organisations usually come from three areas: asking for help effectively, addressing issues before they grow, and communicating ideas in a way that others genuinely understand and buy into. Those are skills that can be learned—and they have an enormous impact on both performance and culture.
Most people have experienced both ends of the spectrum.
One person arrives with no context, offloads everything they know, and hopes someone else will solve the problem. Another asks a question so vague that it’s impossible to provide meaningful guidance.
Neither approach respects the other person’s time.
Instead, great communicators spend a small amount of time clarifying the problem before asking for support. In our workshops we refer to this as the 5% Clarification Rule—invest a little more thought upfront to save significant time and confusion later. We also encourage people to “be a well, not a waterfall”: provide enough relevant information for someone to draw from, rather than overwhelming them with everything you know.
One of the biggest mistakes people make is avoiding difficult conversations until frustration has built for weeks or months.
By then, the conversation is no longer about what happened yesterday. It’s about everything that’s happened before.
A simple framework can help. Before raising an issue, ask yourself:
Understanding which of those you’re actually dealing with changes how the conversation should be approached. A one-off mistake deserves a different conversation than a recurring behaviour. Likewise, if repeated conversations haven’t changed anything, it’s reasonable to discuss the impact it’s now having on trust, collaboration or reliability. The key is progressing these conversations appropriately rather than jumping straight to the most emotionally charged version.
Another simple but powerful question to ask beforehand is:
“What outcome do I actually want?”
If your goal is simply to vent frustration, the conversation is unlikely to end well. If your goal is to improve the working relationship or solve a problem together, your language naturally becomes more constructive.
Having a good idea isn’t enough if other people don’t understand why it matters.
Whether you’re presenting a proposal, leading change or pitching a new initiative, people tend to ask themselves four questions:
The most influential communicators answer these questions before they’re asked. They remove uncertainty, reduce perceived effort and help others quickly see the value. Often, the best communication isn’t saying more—it’s saying less with greater clarity.
We often think of communication as a personality trait. Some people are “good communicators” and others aren’t.
The reality is far more encouraging.
The ability to ask better questions, have more effective conversations and communicate ideas with clarity is a practical skill that can be developed through deliberate practice.
When individuals become more intentional about how they seek support, address challenges early and communicate value clearly, organisations don’t just experience fewer misunderstandings. They build stronger trust, faster decision-making and healthier working relationships.
And in today’s workplace, those outcomes are often what separate high-performing teams from everyone else.