Improving Workplace Communication

🧏🏽 How To Design For Deaf People. Practical guidelines to keep in mind for 466 million people who have some kind of deafness ↓ ✅ 90–95% of deaf people come from hearing families. ✅ Deafness often occurs due to exposure to loud noises. ✅ Not only at birth; emerges with age, disease, accidents. 🚫 You can see only around 30% of words by lip reading. 🚫 Most deaf people don’t know any sign language. 🚫 There is no universal sign language: they differ worldwide. ↳ E.g. British signers usually don’t understand American signers. ↳ Many sign languages have dialects that are hard to read. ↳ For many people, a spoken language is their second language. ✅ Not all deaf people are fluent signers, and need visual clues.  ✅ Sign language is 4-dimensional: facial expression + 3D space. 🚫 Don’t make phone required, or the only way of contact. ✅ Support text alternative for any audible alerts or notices. ✅ Include desc of non-spoken sounds (rain, laughter). ✅ For audio/video, add a transcript and closed captions. ✅ Clearly identify each speaker on the audio and video. When we think about people who are deaf, we often assume stereotypes — e.g. “disabled” older adults with hearing aid. That’s very far from the truth. Many Deaf people don’t see themselves as disabled at all, but as a cultural linguistic minority. Keep in mind that many deaf people use spoken language of their country as their second language. So to communicate with a deaf person, it’s best to ask by writing down. Don’t ask how much a person can understand, and if they can lip read you. And: avoid the term “hearing impairment” when speaking about users who are deaf or hard of hearing. Instead, use the words “Deaf” (most of their lives), “deaf" (became deaf later in life) or “hard of hearing” (HoH) (some but not complete hearing loss). Don’t assume that every deaf person can lip read. You can see only about 30% of words on someone’s mouth. That’s why many deaf people need additional visual cues, like text or cued speech. Deafness ranges across a continuum: from minor to moderate to profound hearing loss. It can also be situational and temporary, as people with “normal” hearing (0 to 25 dB hearing loss) will always encounter situations where they can’t hear — e.g. due to background noise. Useful resources: Beyond Video Captions and Sign Language, by Svetlana Kouznetsova https://lnkd.in/dMeU9SAe Designing For Deaf People Helps Everyone, by Marie Van Driessche https://lnkd.in/dBj6e4nJ Best Practices For CC and Subtitles UX, by Vitaly Friedman https://lnkd.in/e26EKXph Web Accessibility for Deaf Users https://lnkd.in/dpv_n-4J Inclusive Design Toolkit https://lnkd.in/dc6RDhcR What It’s Like To Be Born Hard of Hearing, by Twanna A. Hines, M.S. (Substack) https://lnkd.in/dkNJC8_v #ux #accessibility

Most relationships don’t die from conflict. They die from lack of context. We all know this truth: The quality of your life is deeply tied to the quality of your relationships. But here’s something we don’t talk about enough: The speed with which we build trust in those relationships can be a game-changing advantage. And the not-so-secret key to speeding up trust? Context. When I’ve taken the time to offer context—about what I’m feeling, why I’m acting a certain way, or where I’m coming from—relationships have almost always deepened. When I haven’t? They’ve often faded. Or worse, broken. And it usually happens slowly. Two people talk every day. But over time, the conversations flatten. Not because they care less, but because they stopped sharing context. And when that context fades, connection quietly disappears too. No matter what kind of relationship—friendship, work, family, romantic—when context is missing, connection starts to wither. And when context is shared, even simple moments turn meaningful. Let me show you what I mean. ⸻ Conversation A Alex: Hey, how’s it going? Jordan: All good. You? Alex: Can’t complain. They smile. Maybe chat a bit. But nothing meaningful gets exchanged. It’s polite. Safe. And very forgettable. If this becomes a repeated pattern, the relationship starts to erode. Not because of malice. But because of a lack of shared context. Now flip it. ⸻ Conversation B Alex: Hey, how’s it going? Jordan: Honestly? I’m okay, but a little off today. Alex: Oh? Say more! Jordan: I’ve been juggling too much. Work’s fine, but I feel like I’m constantly reacting instead of thinking deeply. It’s starting to wear on me. Alex: I know exactly what you mean—I felt that way for weeks. Want me to share what helped? … That tiny bit of vulnerability changed everything. The conversation didn’t just pass time. It built trust. It added context. And it strengthened connection. It gave the other person a texture of what you are thinking and feeling. ⸻ We often hold back from sharing what we’re really feeling because we assume it’s “too much” or “too boring.” We say to ourselves, why would that even be interesting to the other person. They are going through so much. But here’s the thing: You’re not oversharing. You’re not burdening them. You’re letting someone in. You’re giving them a map of your life. A deeper understanding. A chance to really know you. If someone cares about you—and wants to build something real with you—context isn’t noise. It’s essential nourishment. One conversation with context might be interesting. But 50 conversations with context? That’s how trust and familiarity is built to create a strong bond. That’s how teams click. That’s how friendships last. So remember this: Don’t deprive people of context. You’re not just talking about your day. You’re building something that will enrich both your lives. Set context. It matters. And it’s one of the most generous—and underrated—gifts we can give each other.

Real conversations at work feel rare. Lately, in my work with employees and leaders, I’ve noticed a troubling pattern: real conversations don’t happen. Instead, people get stuck in confrontation, cynicism, or silence. This pattern reminded me of a powerful chart I often use with executives to talk about this. It shows that real conversations—where tough topics are discussed productively—only happen when two things are present: high psychological safety and strong relationships. Too often, teams fall into one of these traps instead: (a) Cynicism (low safety, low relationships)—where skepticism and disengagement take over. (b) Omerta (low safety, high relationships)—where people stay silent to keep the peace. (c) Confrontation (high safety, low relationships)—where people speak up but without trust, so nothing moves forward. There are three practical steps to create real conversations that turn constructive discrepancies into progress: (1) Create a norm of curiosity. Ask, “What am I missing?” instead of assuming you’re right. Curiosity keeps disagreements productive instead of combative. (2) Balance candor with care. Being direct is valuable—but only when paired with genuine respect. People engage when they feel valued, not attacked. (3) Make it safe to challenge ideas. Model the behavior yourself: invite pushback, thank people for disagreeing, and reward those who surface hard truths. When safety is high, people contribute without fear. Where do you see teams getting stuck? What has helped you foster real conversations? #Leadership #PsychologicalSafety #Communication #Trust #Teamwork #Learning #Disagreement

🧠 We’ve all been mansplained (unsolicited explanations of things we already know) and he-peated (our idea ignored until a man says it). This happens to interns and SVPs, in finance and philanthropy, in boardrooms and basements. Bias is real. And women help it along. Years of social conditioning taught us to bubble-wrap our point in apologies: "I just want to say... " "Sorry I mean...." "I am not sure, but I think..." "Does that make sense? No one is forcing those words into our mouths anymore. We put them there. If I’m the one pressing my own mute button, I’m also the one who can take my finger off it. Uma and I are often on coaching calls, listening to brilliant women explain a challenge in six scenic paragraphs while we bite our lips thinking, 😅 “How do we say: come to the fucking point.... kindly?” 🪞 I’m not saying “talk like a man.” I’m saying talk like a decision-maker. In the workplace, time is money, perception is reality, and clarity is kindness. You can be warm and still be sharp. You can be collaborative without narrating your inner monologue. Here are 4 verbal moves: ❌ Don’t: “ So quick background… long story short… the market, the vendor, last quarter…” ✅ Do: “Decision: approve X by Friday to hit launch. Two reasons: 1) … 2) …” 👉 Write your headline using Verb + Decision + Deadline (“Approve X by Friday”). Then give two bullets max: “Because 1)… 2)…”. Practice with a 6-second voice note; if you spill over, your headline isn’t a headline. ❌ Don’t: “I’m worried we might be a bit behind and it could become an issue.” ✅ Do: “We’re 3 weeks behind; risk €120k. Option A recovers 2 weeks; Option B recovers 3 with a 10% scope cut.” 👉 Translate feelings to facts with this template: “Status: X; Risk: Y; Options: A/B with trade-offs; My recommendation: R.” Ask “What number proves this?” until you have one. ❌ Don’t: “Sorry, can I just add, (gets interrupted)… yeah, no worries.” ✅ Do: “I’ll finish, then happy to take questions. Building on what I proposed earlier, next step is…” 👉 Memorize one boundary line and say it verbatim. Sit slightly forward, palm down, finish your sentence. If credit drifts, tag it back: “As outlined earlier, I’ll proceed with…” Then move to action. ❌ Don’t: “Maybe someone could own this? Otherwise I’m happy to help if needed.” ✅ Do: “I own A. Priya owns B. We need your yes/no today. If yes, I’ll send the plan by 17:00.” 👉 How to: End every contribution with Who/What/When. Ask for a binary (“yes/no”) to force a decision. Follow up in writing within an hour: subject “Decision + Owners + Deadline,” one paragraph, three bullets. 🧩 Different styles can all be powerful; None of them requires apologizing for existing. You’re not too much. You’ve been practicing small. If you want the reps, grab the replay of our 90-min webinar “Confident Communication.”, 👉 https://lnkd.in/ginRMa4q Because the shortest true sentence wins...

I recently heard about a company that decided not to back-fill their departing Chief Communications Officer, believing they could manage just fine with the remaining leaders in the function. Unfortunately, this isn't an isolated incident, and it overlooks the fundamental value and strategic advantage provided by a talented CCO. Across both corporate America and government agencies, we're witnessing a concerning trend of cutting or downgrading what are traditionally seen as "softer" functions – communications, marketing, user experience, employee engagement, and similar roles. These are often the first departments trimmed during budget constraints, revealing a fundamental misunderstanding of their strategic value. 𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝘆 𝗲𝗹𝗶𝗺𝗶𝗻𝗮𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗖𝗖𝗢 𝗿𝗼𝗹𝗲 𝗶𝘀 𝗮 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗺𝗶𝘀𝘁𝗮𝗸𝗲: A strong CCO doesn't simply manage communications teams; they serve as the strategic voice of the organization, aligning narratives across all stakeholders. They translate complex business strategies into compelling stories that resonate with employees, customers, investors, and the public. In today's environment, where reputation can make or break a company in hours, communications isn't just a support function – it's a strategic imperative that deserves a seat at the executive table. CCOs provide unique value through: 𝟭.   𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗮𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁: Ensuring all communications support broader business objectives 𝟮.   𝗖𝗿𝗶𝘀𝗶𝘀 𝗽𝗿𝗲𝗽𝗮𝗿𝗲𝗱𝗻𝗲𝘀𝘀: Building resilience before problems occur, not just reacting when they do 𝟯.   𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗶𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲: Bringing critical external perspectives into C-suite discussions 𝟰.   𝗥𝗲𝗽𝘂𝘁𝗮𝘁𝗶𝗼𝗻 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: Proactively shaping how your organization is perceived 𝟱.   𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴: Translating vision and values into messages that inspire employees When companies eliminate the CCO role in the name of efficiency, they often discover too late that they've lost not just a communicator, but a strategic advisor who understands how perception shapes business reality. The irony is that positioning these departments as "nice-to-haves" rather than business-critical functions ultimately costs organizations more in missed opportunities, reputation damage, and disconnected messaging. Have you seen organizations thrive after eliminating their top communications position? Or struggle without this leadership? I'd be interested in your experiences. #CorporateCommunications #ExecutiveLeadership #BusinessStrategy

People don’t quit jobs. They quit feeling invisible. A 2023 Gallup study found that employees who feel meaningfully recognized are 4x more likely to be engaged and 45% less likely to leave their organization. Recognition doesn’t need to be grand - it just needs to be felt. Most people aren’t looking for applause. They’re looking to feel acknowledged. Appreciated. Visible. Here are 8 simple ways leaders, managers - and honestly, all of us - can help people feel seen in everyday moments: ✅ 1. Personalize Your Feedback Instead of “Great job,” say: “The way you structured that deck made the insights really clear - that’s a strength.” ✅ 2. Recognize in Public, Appreciate in Private Mention someone’s contribution in a meeting, then follow up afterward with a quiet “Thank you - that really helped us move forward.” ✅ 3. Use Eye Contact + Reflective Listening Put down the phone. Look up. Say, “What I’m hearing is… Does that feel accurate?” That moment of attunement builds trust fast. ✅ 4. Acknowledge Effort, Not Just Output Try: “I know how much work went into this. That focus really showed.” It honors the process, not just the result. ✅ 5. Follow Up on a Personal Detail Ask: “How did your son’s first day of school go?” “You mentioned that big pitch - how did it land?” This tells people you actually care, not just remember. ✅ 6. Celebrate Progress Over Perfection Say: “You’ve grown so much in how you handle pushback. That’s real evolution.” People want to know they’re moving forward - not just being judged on performance. ✅ 7. Quote Them Back to Themselves Use someone’s words to support an idea in a meeting. “Like you said last week, Priya - clarity builds trust. That’s exactly what this approach does.” It shows you heard them - and value their thinking. ✅ 8. Ask for Their Perspective Before Making a Decision Invite them in: “Before I move forward on this, I’d love your take - what do you see that I might be missing?” That’s not flattery. That’s inclusion. Want your team to go beyond the bare minimum? Start by making them feel like they matter. Consciously. People show up fully when they feel fully seen. 🔁 Repost to help create compassionate workplaces. 🔔 Follow Bhavna Toor for more on conscious leadership.

Performance conversations are more than evaluations—they're opportunities to inspire reflection, growth, and clarity. I've been reflecting on how we can approach these moments with greater purpose.   Too often, we dive into discussions focused solely on outcomes or metrics. But what if we paused to look deeper? What if we encouraged employees—and ourselves—to approach these moments from different vantage points: stepping back to observe like a fly on the wall, zooming out to the balcony for perspective, and then engaging with purpose on the dance floor?   This layered approach challenges us to ask meaningful questions: "What patterns am I noticing? How do my efforts align with broader goals? What could I do better?" It’s a mindset shift that transforms performance conversations into opportunities for growth, even when outcomes aren’t ideal. Here are a few practical ways to bring this perspective to life: 1. Start with Observation (Fly on the Wall): Before diving into feedback, encourage employees to reflect on their contributions objectively. Ask questions like " What moments felt like your strongest? What would you approach differently? help set a tone of self-awareness." 2. Zoom Out to the Bigger Picture (Balcony): Help employees see how their work connects to broader team and organizational goals. This shift in perspective ensures the conversation isn’t just about isolated outcomes but about long-term impact and alignment. 3. Engage with Purpose (Dance Floor): End every conversation with actionable steps and encouragement. Even when feedback is tough, leave employees with clarity and optimism. A simple affirmation like "I believe in your ability to grow from this", can turn a challenging moment into a catalyst for improvement. Performance conversations are a dance between reflection and action, but they’re also about perspective—knowing when to step back, when to zoom out, and when to engage fully. When we guide our teams to critique their own contributions—not to judge, but to grow—we unlock their potential and leave them inspired to improve. Would love to hear your perspective.

Why Listening Is a Leadership Imperative Performance feedback is one of the most common tools managers use to drive improvement. But what if feedback often undermines performance instead? Over two decades ago, Avraham Kluger analyzed 607 studies on feedback effectiveness. The finding was startling: in 38% of cases, feedback actually reduced performance. This wasn’t limited to negative feedback. Even positive feedback backfired — especially when it threatened how people saw themselves. The problem isn’t the information. It’s the psychology. Feedback signals hierarchy. It reminds employees that someone is judging them. That subtle power dynamic can trigger stress and defensiveness — making people less open, less reflective, and less willing to change. When people feel threatened, they don’t improve. They protect themselves. They may: * Downplay the credibility of the feedback giver * Dismiss the feedback itself * Avoid future interaction to protect their self-esteem In other words, feedback often activates ego defense instead of growth. What if change doesn’t begin with telling people what to fix — but with listening? High-quality listening — attentive, empathic, non-judgmental — creates a radically different psychological climate. Rather than signaling, “You need to change,” listening communicates, “You are safe to explore. This idea echoes psychologist Carl Rogers’ insight from 1952: people change not when they are corrected, but when they feel deeply understood. And the data supports it. Listening lowers defensiveness. When people feel psychologically safe, they: * Reflect more honestly on strengths and weaknesses * Consider multiple perspectives * Share rather than compete * Seek understanding instead of validation In short: listening supports self-driven change. Feedback often provokes resistance. Listening invites growth. If listening is so powerful, why don’t managers do more of it? Three barriers consistently show up: 1. Fear of losing power Some leaders worry listening makes them look weak. In reality, research shows strong listeners gain prestige through admiration — not intimidation. 2. Time pressure Listening requires attention. Attention requires time. Many managers listen while distracted — which neutralizes the benefit. 3. Fear of what they might discover Deep listening can disrupt assumptions. Managers often learn things that challenge their narratives — struggling employees caring for dying spouses, hidden burdens, untold stress. Real listening can create cognitive dissonance. And that can be uncomfortable.

Asking “what disability do you have?” usually isn’t the right question and won’t get you the info you need. Usually when we’re asking this questions, it’s because we want to know how to support someone or what adjustments they need. Unless you’re a medical professional, knowing someone’s specific diagnosis won’t tell you any of that. And even if you do recognise the name of a condition, every disabled person experiences it differently. Two people with the same diagnosis can face completely different barriers. Rather than focusing on labels, shift your approach to understanding the barriers someone faces and the support they need. Instead of asking about someone’s disability, try asking: - “What support do you need?” - “Do you need any adjustments? - “What barriers are you facing?” or - “How can I make this more accessible?” These questions centre the conversation on inclusion rather than diagnosis. They focus on making things work for the individual rather than assuming their needs based on a medical label. Disability inclusion isn’t about knowing medical terms – it’s about listening, adapting, and removing barriers. ID; a purple Robbie Crow graphic with heading text of “Instead of asking 'what disability do you have?', try asking these instead…" Below this, there are four suggestions in light yellow speech bubbles: "What support do you need?", "Do you need any adjustments?", "What barriers are you facing?", and "How can I make this more accessible?" At the bottom, additional text states: "Frame your question around the barriers someoen faces or the way you can support." The name "Robbie Crow" is in the bottom right corner next to a QR code. #DisabilityInclusion #Disability #DisabilityEmployment #Adjustments #DiversityAndInclusion #Content

When presenting visuals like charts and graphs, please don't say, "As you can see here...". More often than not, I can't see what you're talking about and others can't either. Instead of saying, "as you can see," intentionally describe the visual information that you're referring to and explain the details. Examples: - "In this graph, the tallest bar corresponds to the month of May, when we experienced the largest number of leads." - "This pie chart shows that the majority of survey respondents selected mental health as their priority wellbeing concern." - "This line graph shows two peaks at different points in the month. On the left side, there's a peak early in the month where our website had a jump in traffic. On the right side, there's a peak near the end of the month with another jump in traffic on February 25th. This is when we launched our marketing campaign." I'm not giving you this advice because I'm blind with 5% of my vision remaining. This is not advice about accessibility for blind and low vision participants. This advice is about increasing the overall comprehension and understanding for your visuals among ALL the participants. Unfortunately, visuals can often be small and hard to interpret when shown on slides. Text can also be small, such as labels for graph bars. Not everyone quickly grasps the information presented in visual content either. This best practice will help your presentations be more effective for everyone. What do you think of this advice? Have you noticed yourself saying "as you can see" before and will you start making this change? I'd love to hear from you. #Accessibility #DisabilityInclusion #Inclusion