Strategies For Enhancing Team Communication

Fact: The secret to being a top performer isn’t in working harder. It’s in communicating smarter. Yes. Let me elaborate: After more than 15 years in the corporate world, the biggest lesson that I’ve learned is that the way we communicate plays a pivotal role in rising the ranks. Top performers take ownership of the room. They make people feel heard, they are considerate to everyone, and they lead not just through their work, but through their language. I've spent countless hours across executives, and the one quality that I often see in them is excellent communication skills. The language we use has a profound impact on our success, and the way we’re perceived by the world. People want to work with those who set a positive, empowering tone. These are the kind of folks who sneak out the promotion right from under their most productive team members. In my experience, it’s not the hardest workers who always get ahead, it’s the ones who know how to speak with conviction, empathy, and professionalism. The best news about this? You can get better at your communication skills to become a top performer. -> Here are a few simple language changes that can make all the difference: 1/ Thank, Don’t Apologize: Instead of saying “I’m sorry for the delay,” say “Thank you for your patience.” It shifts the focus from the negative to the positive and shows appreciation. 2/ Commit to Learning, Not Admitting Ignorance: Instead of “I don’t know,” try “I will look into that and get back to you.” This demonstrates growth, accountability, and a proactive attitude. 3/ Be Grateful, Not Apologetic: Instead of “Sorry for disturbing you,” say “Thank you for your attention.” It acknowledges the other person’s time without sounding uncertain. 4/ Own Your Actions: Instead of “I didn’t mean to,” say “I take responsibility for this.” Owning your actions shows confidence and accountability, not excuses. 5/ Ask, Don’t Assume: Instead of making statements, try asking open-ended questions like, “What do you think about this?” It invites collaboration and shows respect for others' input. 6/ Focus on Solutions, Not Problems: Replace “This is a challenge” with “Here’s a potential solution.” This shifts the mindset from obstacles to opportunities and demonstrates problem-solving skills. This level of intentional communication is what sets them apart. It’s not just about delivering excellent results, it's about expressing ourselves in a way that builds confidence, respect, and rapport with your underlings, peers, and bosses. What small changes in your communication have made a big difference? #Leadership #CareerGrowth #Communication #ProfessionalDevelopment

Meetings aren’t for updates - they’re where your culture is being built… or broken. In distributed, remote, & hybrid teams, meetings are key moments where team members experience culture together. That makes every meeting a high-stakes opportunity. Yet most teams stay in default mode - using meetings for project updates instead of connection, ideation, debate, and culture-building. Fixing meeting overload isn’t just about having fewer Zooms. It’s about rewiring your communication norms: ✔️ Do we know when to communicate synchronously vs. asynchronously? ✔️ Are we using async tools that give transparency without constant live check-ins? ✔️ Have we aligned on our team values and expected behaviors? 💡 3 ways to reduce meetings and make the remaining ones count: 1️⃣ Co-create a Team Working Agreement. Before you can reinforce values, your team needs to define them. We’ve spent hundreds of hours helping teams do this - and have seen measurable gains in team effectiveness. Key components: ✔️ Shared team goals ✔️ Defining team member roles ✔️ Agreed-upon behaviors ✔️ Communication norms (sync vs. async) 2️⃣ Begin meetings with a connection moment. Relationships fuel trust and collaboration. Kick things off with a check-in like: “What gave you energy this week?” Or tailor it to the topic. In a recent meeting on decision-making norms, we asked: “Speed or certainty - which do you value more when making decisions, and why?” 3️⃣ Make team values part of the agenda. Create a ritual to recognize teammates for living into the team behaviors. Ask the question: “Where did we see our values or team agreements show up this week?” And check in on where could the team have done better. Culture doesn’t happen by accident - especially when your teams are spread across time zones, WFH setups, and multiple office sites. Your meetings can become a powerful tool to build culture with intention. Excerpt from the Work 20XX podcast with Jeff Frick

🌍 The Real Reason Your Team Isn’t Connecting Might Surprise You 🛑 You’ve built a diverse team. Communication seems clear. Everyone speaks the same language. So why do projects stall? Why does feedback get misread? Why do brilliant employees feel misunderstood? Because what you’re facing isn’t a language barrier—it’s a cultural one. 🤔 Here’s what that looks like in real life: ✳ A team member from a collectivist culture avoids challenging a group decision, even when they disagree. ✳ A manager from a direct feedback culture gets labeled “harsh.” ✳ An employee doesn’t speak up in meetings—not because they don’t have ideas, but because interrupting feels disrespectful in their culture. These aren't missteps—they’re misalignments. And they can quietly erode trust, engagement, and performance. 💡 So how do we fix it? Here are 5 ways to reduce misalignments and build stronger, more inclusive teams: 🧭 1. Train for Cultural Competence—Not Just Diversity Don’t stop at DEI 101. Offer immersive training that helps employees navigate different communication styles, values, and worldviews. 🗣 2. Clarify Team Norms Make the invisible visible. Talk about what “respectful communication” means across cultures. Set expectations before conflicts arise. 🛎 3. Slow Down Decision-Making Fast-paced environments often leave diverse perspectives unheard. Build in time to reflect, revisit, and invite global input. 🌍 4. Encourage Curiosity Over Judgment When something feels off, ask: Could this be cultural? This small shift creates room for empathy and deeper connection. 📊 5. Audit Systems for Cultural Bias Review how you evaluate performance, give feedback, and promote leadership. Are your systems inclusive, or unintentionally favoring one style? 🎯 Cultural differences shouldn’t divide your team—they should drive your innovation. If you’re ready to create a workplace where every team member can thrive, I’d love to help. 📅 Book a complimentary call and let’s talk about what cultural competence could look like in your organization. The link is on my profile. Because when we understand each other, we work better together. 💬 #CulturalCompetence #GlobalTeams #InclusiveLeadership #CrossCulturalCommunication #DEIStrategy

Communication is the glue that holds teams together, but even the smallest cracks can lead to major fractures if left unaddressed. Imagine trying to build a strong, sturdy wall without noticing the hairline cracks forming—those tiny issues eventually compromise the whole structure. The same is true for communication within teams. Here’s why communication cracks happen and how to address them before they break the team dynamic: 1️⃣ Clarity Over Assumptions One of the biggest causes of communication cracks is the assumption that everyone is on the same page. Leaders often believe their instructions are clear, while team members interpret them differently. The solution? Prioritize clarity. Spell things out, confirm understanding, ask for play backs from your audience and encourage team members to ask questions. It’s far better to over-communicate to get it wrong. 2️⃣ Build a Culture of Openness Fear of speaking up is a silent communication killer. If team members feel like they can’t ask questions, provide feedback, or share concerns, cracks start forming. Leaders must actively create an environment where openness is celebrated. Foster trust by inviting feedback regularly and responding with empathy and action. 3️⃣ Don’t Let Digital Overwhelm Human Connections In today’s workplace, we rely heavily on emails, chats, and virtual meetings. While these tools are convenient, they can dilute the human element of communication. Misinterpretations happen, and nuances are lost. Incorporate more face-to-face (or virtual face-to-face) conversations for clarity and connection. Sometimes, a 5-minute chat can fix what a dozen emails cannot. 4️⃣ Active Listening is Non-Negotiable Effective communication isn’t just about talking—it’s about listening. Leaders and team members alike need to practice active listening. This means not just hearing words but understanding intent, emotions, and the bigger picture. Active listening makes people feel valued and prevents misunderstandings from growing into bigger issues. 5️⃣ Address Conflict Early Unresolved conflict is one of the most visible cracks in team communication. When issues are ignored, they fester and grow, creating divides that are hard to repair. Address conflicts as soon as they arise. Create an environment where disagreements can be discussed constructively and lead to solutions, not resentment. Take Action Before It’s Too Late Communication cracks, if ignored, don’t just affect a single project or conversation—they compromise trust, productivity, and the overall health of the team. Proactively addressing them ensures your team remains aligned, resilient, and effective. What’s one step you’ll take this week to strengthen communication within your team? Let’s start the conversation below. 👇 #CommunicationMatters #TeamSuccess #ConflictResolution #Leadership #WorkplaceCulture #RuthOnLeadership

𝐋𝐞𝐚𝐫𝐧 𝐟𝐫𝐨𝐦 𝐙𝐮𝐜𝐤𝐞𝐫𝐛𝐞𝐫𝐠 𝐚𝐧𝐝 𝐒𝐚𝐧𝐝𝐛𝐞𝐫𝐠. 𝐎𝐧𝐞-𝐨𝐧-𝐨𝐧𝐞 𝐦𝐞𝐞𝐭𝐢𝐧𝐠𝐬 𝐚𝐫𝐞 𝐮𝐧𝐝𝐞𝐫𝐫𝐚𝐭𝐞𝐝. They’re not performance reviews. They’re not status updates. They’re a chance to slow down and connect—honestly, transparently, consistently, and  – without a script. Mark Zuckerberg and Sheryl Sandberg used to hold bi-weekly one-on-one meetings from her earliest days at Facebook. No agenda. Just a standing time to talk, reflect, and stay aligned. It wasn’t a management hack. It was a habit that built trust. These kinds of conversations matter. Tip: for some roles and 1:1 meetings, a running agenda can be very helpful.  At our company, we don’t have emails going back and forth for internal initiatives, we use dynamic agendas. This keeps our inbox clutter down and people think twice before adding items to the agenda (vs. stream of consciousness email that would be randomly sent). 1:1 meetings can be the space for Last 8% Conversations according to JP Pawliw-Fry, revealing challenges and working through them before they become problems. These meetings create space for feedback that’s actually heard. And, they strengthen relationships that hold teams together. Companies don’t move forward because of one person. They move forward when people know how to stay in sync, have conversations, be accountable and all in a caring environment.  And companies who embrace this are demonstrably proven to have high performing teams. Start with a simple meeting. Keep it consistent. Make space for what matters. What’s something you’ve learned from regular one-on-ones, share in the comments below 👇 #Leadership #Management #Communication #Trust #BigSpeak #Facebook #MarkZuckerberg #IncMagazine JP Pawliw-Fry Inc. Magazine Bill Benjamin Robert Richman Leslie Boyer https://lnkd.in/ghZZEwU8

Remote work challenge: How do you build a connected culture when teams are miles apart? At Bunny Studio we’ve discovered that intentional connection is the foundation of our remote culture. This means consistently reinforcing our values while creating spaces where every team member feels seen and valued. Four initiatives that have transformed our remote culture: 🔸 Weekly Town Halls where teams showcase their impact, creating visibility across departments. 🔸 Digital Recognition through our dedicated Slack “kudos” channel, celebrating wins both big and small. 🔸 Random Coffee Connections via Donut, pairing colleagues for 15-minute conversations that break down silos. 🔸 Strategic Bonding Events that pull us away from routines to build genuine connections. Beyond these programs, we’ve learned two critical lessons: 1. Hiring people who thrive in collaborative environments is non-negotiable. 2. Avoiding rigid specialization prevents isolation and encourages cross-functional thinking. The strongest organizational cultures aren’t imposed from above—they’re co-created by everyone. In a remote environment, this co-creation requires deliberate, consistent effort. 🤝 What’s working in your remote culture? I’d love to hear your strategies.

Ever notice how some leaders seem to have a sixth sense for meeting dynamics while others plow through their agenda oblivious to glazed eyes, side conversations, or everyone needing several "bio breaks" over the course of an hour? Research tells us executives consider 67% of virtual meetings failures, and a staggering 92% of employees admit to multitasking during meetings. After facilitating hundreds of in-person, virtual, and hybrid sessions, I've developed my "6 E's Framework" to transform the abstract concept of "reading the room" into concrete skills anyone can master. (This is exactly what I teach leaders and teams who want to dramatically improve their meeting and presentation effectiveness.) Here's what to look for and what to do: 1. Eye Contact: Notice where people are looking (or not looking). Are they making eye contact with you or staring at their devices? Position yourself strategically, be inclusive with your gaze, and respectfully acknowledge what you observe: "I notice several people checking watches, so I'll pick up the pace." 2. Energy: Feel the vibe - is it friendly, tense, distracted? Conduct quick energy check-ins ("On a scale of 1-10, what's your energy right now?"), pivot to more engaging topics when needed, and don't hesitate to amplify your own energy through voice modulation and expressive gestures. 3. Expectations: Regularly check if you're delivering what people expected. Start with clear objectives, check in throughout ("Am I addressing what you hoped we'd cover?"), and make progress visible by acknowledging completed agenda items. 4. Extraneous Activities: What are people doing besides paying attention? Get curious about side conversations without defensiveness: "I see some of you discussing something - I'd love to address those thoughts." Break up presentations with interactive elements like polls or small group discussions. 5. Explicit Feedback: Listen when someone directly tells you "we're confused" or "this is exactly what we needed." Remember, one vocal participant often represents others' unspoken feelings. Thank people for honest feedback and actively solicit input from quieter participants. 6. Engagement: Monitor who's participating and how. Create varied opportunities for people to engage with you, the content, and each other. Proactively invite (but don't force) participation from those less likely to speak up. I've shared my complete framework in the article in the comments below. In my coaching and workshops with executives and teams worldwide, I've seen these skills transform even the most dysfunctional meeting cultures -- and I'd be thrilled to help your company's speakers and meeting leaders, too. What meeting dynamics challenge do you find most difficult to navigate? I'd love to hear your experiences in the comments! #presentationskills #virualmeetings #engagement

Let's be honest: extensive cross-team coordination is often a symptom of a larger problem, not an inevitable challenge that needs solving. When teams spend more time in alignment than on building, it's time to reconsider your organizational design. Conway's Law tells us that our systems inevitably mirror our communication structures. When I see teams drowning in coordination overhead, I look at these structural factors: - Team boundaries that cut across frequent workflows: If a single user journey requires six different teams to coordinate, your org structure might be optimized for technical specialization at the expense of delivery flow. - Mismatched team autonomy and system architecture: Microservices architecture with monolithic teams (or vice versa) creates natural friction points that no amount of coordination rituals can fully resolve. - Implicit dependencies that become visible too late: Teams discover they're blocking each other only during integration, indicating boundaries were drawn without understanding the full system dynamics. Rather than adding more coordination mechanisms, consider these structural approaches: - Domain-oriented teams over technology-oriented teams: Align team boundaries with business domains rather than technical layers to reduce cross-team handoffs. - Team topologies that acknowledge different types of teams: Platform teams, enabling teams, stream-aligned teams, and complicated subsystem teams each have different alignment needs. - Deliberate discovery of dependencies: Map the invisible structures in your organization before drawing team boundaries, not after. Dependencies are inevitable and systems are increasingly interconnected, so some cross-team alignment will always be necessary. When structural changes aren't immediately possible, here's what I've learned works to keep things on the right track: 1️⃣ Shared mental models matter more than shared documentation. When teams understand not just what other teams are building, but why and how it fits into the bigger picture, collaboration becomes fluid rather than forced. 2️⃣ Interface-first development creates clear contracts between systems, allowing teams to work autonomously while maintaining confidence in integration. 3️⃣ Regular alignment rituals prevent drift. Monthly tech radar sessions, quarterly architecture reviews, and cross-team demonstrations create the rhythm of alignment. 4️⃣ Technical decisions need business context. When engineers understand user and business outcomes, they make better architectural choices that transcend team boundaries. 5️⃣ Optimize for psychological safety across teams. The ability to raise concerns outside your immediate team hierarchy is what prevents organizational blind spots. The best engineering leaders recognize that excessive coordination is a tax on productivity. You can work to improve coordination, or you can work to reduce the need for coordination in the first place.

The way you communicate impacts everything from team morale to customer loyalty. Here's how to use positive language to get the best results and what I learned by messing up a few times 👇 Boost Collaboration and Morale: ◾️ Instead of "You need to fix this," try "How can I help you improve it?" - Replace negativity with appreciation. ◾️ Replace "you need to..." with "What do you think?" - Empower your team. Increase Engagement and Productivity: ◾️ Instead of "that won't work," try "Let's brainstorm some solutions together." - Focus on solutions. ◾️ Replace "you need to get this done" with "How can I help?" or "You have my full attention." - Show your support. These are ‘Positive Phrases’ I wish my leaders used more often, but in reality, the higher up you go, the less positive feedback you get. No news is good news essentially! But if you can, use these more often: 👉 "Thank you" & "This was great!" 👉 "What do you think?" & "I value your feedback" 👉 "What could I have done better?" 👉 "You have my full attention" & "What can I do to help you?" Some people can do this naturally as natural empaths, I on the other hand had to learn this because the leadership regime I grew up in was very much COMMAND & CONTROL. It was top down, results focused only, and belittling was par for the course to rise through the ranks. So my leadership, mentorship, and influence was different than the great leaders of today who lead ‘side by side’ versus top down. So the pivot in language took time, but as I got better, I saw better results. By incorporating these phrases into your daily interactions, you can create a more engaged, productive, and positive work environment. #leadership #communication #positivity P.S. What are some other positive phrases you find effective? Share your thoughts in the comments!*

I once worked with a team that was, quite frankly, toxic. The same two team members routinely derailed meeting agendas. Eye-rolling was a primary form of communication. Side conversations overtook the official discussion. Most members had disengaged, emotionally checking out while physically present. Trust was nonexistent. This wasn't just unpleasant—it was preventing meaningful work from happening. The transformation began with a deceptively simple intervention: establishing clear community agreements. Not generic "respect each other" platitudes, but specific behavioral norms with concrete descriptions of what they looked like in practice. The team agreed to norms like "Listen to understand," "Speak your truth without blame or judgment," and "Be unattached to outcome." For each norm, we articulated exactly what it looked like in action, providing language and behaviors everyone could recognize. More importantly, we implemented structures to uphold these agreements. A "process observer" role was established, rotating among team members, with the explicit responsibility to name when norms were being upheld or broken during meetings. Initially, this felt awkward. When the process observer first said, "I notice we're interrupting each other, which doesn't align with our agreement to listen fully," the room went silent. But within weeks, team members began to self-regulate, sometimes even catching themselves mid-sentence. Trust didn't build overnight. It grew through consistent small actions that demonstrated reliability and integrity—keeping commitments, following through on tasks, acknowledging mistakes. Meeting time was protected and focused on meaningful work rather than administrative tasks that could be handled via email. The team began to practice active listening techniques, learning to paraphrase each other's ideas before responding. This simple practice dramatically shifted the quality of conversation. One team member later told me, "For the first time, I felt like people were actually trying to understand my perspective rather than waiting for their turn to speak." Six months later, the transformation was remarkable. The same team that once couldn't agree on a meeting agenda was collaboratively designing innovative approaches to their work. Conflicts still emerged, but they were about ideas rather than personalities, and they led to better solutions rather than deeper divisions. The lesson was clear: trust doesn't simply happen through team-building exercises or shared experiences. It must be intentionally cultivated through concrete practices, consistently upheld, and regularly reflected upon. Share one trust-building practice that's worked well in your team experience. P.S. If you’re a leader, I recommend checking out my free challenge: The Resilient Leader: 28 Days to Thrive in Uncertainty  https://lnkd.in/gxBnKQ8n