Improving Workplace Communication

There are always situations in which you need to communicate fast and clearly. Especially in a crisis, in new situations, or when there is time pressure. The STICC protocol helps you achieve this. The STICC Protocol was developed by psychologist Gary Klein as a tool for managing the unexpected. STICC stands for: Situation, Task, Intent, Concerns, Calibrate and is a technique for productive communication about what to do when you face a new, unexpected situation. This is what it means: S - Situation = Here’s what I think we face. The leader summarizes how they see the situation, problem, or crisis at hand. T - Task = Here’s what I think we should do. The leader explains their plan for addressing the situation, problem, or crisis at hand. I - Intent = Here’s why I think this is what we should do. The leader explains the reasons why they think this is the best way of addressing the situation, problem, or crisis at hand. C - Concerns = Here’s what we should keep our eyes on. The leader mentions possible downsides or future consequences of the solution suggested to be taken into account as well. C - Calibrate = Now talk to me and give me your views. The leader asks others in the team to give their feedback and viewpoints, and especially invites them to disagree and add. This technique helps you in managing pressured situations in three ways: First, once something unexpected happens, it helps to develop appropriate responses. The five steps are aimed at discussing with a team what to do in cases that are not familiar. Through its focus on concrete action, on gathering different viewpoints, and on speed, the STICC protocol is a quick way to take appropriate action in new situations. Second, in step 4 (Concerns), you open up the discussion for further uncertainties and other changes that may follow. In this way, you mentally prepare people that there will always remain uncertainties. This helps in developing a crisis-ready mindset that is not only helpful in the current crisis, but also in the next. Third, the fact that a constructive dialogue takes place also facilitates communication and mutual learning. Even though the leader brings the suggestions here, it is the team together that comes to a solution. And while doing that, they learn together and from each other in an open and adaptive way, which helps further prepare them for future crises. My advice: use STICC whenever you have to communicate fast and clearly. === Follow me or subscribe to my Soulful Strategy newsletter for more: https://lnkd.in/e_ytzAgU #communicationtips #agile #teamexercise

I've coached 400+ CEOs. The best ones don't communicate better. They communicate differently. While average leaders wing it, great ones use proven methods that turn conversations into opportunities. After 20+ years studying top performers, I've identified 7 communication systems that separate good from great. (Save this. You'll need it for your next big meeting.) 1. The 3 Levels of Listening Stop listening to reply. Start listening to understand. Level 1: You're thinking about your response Level 2: You're focused on their words Level 3: You're reading the room—energy, tone, silence One CEO used this to uncover why his top performer was really leaving. Saved a $10M account. 2. What? So What? Now What? Transform rambling updates into decisive action. What = The facts (30 seconds max) So What = Why it matters to the business Now What = The specific decision needed Cut meeting time by 40%. 3. PREP Method Never fumble another investor question. Point: Your answer in one sentence Reason: Why you believe it Example: Proof from your business Point: Reinforce your answer Practice this for 5 minutes daily. Sound prepared always. 4. RACI Matrix Kill confusion before it starts. Responsible: Who does the work Accountable: Who owns success/failure (only ONE person) Consulted: Who gives input Informed: Who needs updates Projects with clear RACI are 3x more likely to succeed. 5. Story of Self/Us/Now Move hearts, not just minds. Story of Self: Why YOU care (personal conviction) Story of Us: Our shared challenge Story of Now: The urgent choice we face This framework has helped politicians win. It'll help you raise capital or inspire your team to meet a big goal. 6. The Pyramid Principle Get board approval in half the time. Start with your recommendation Give 3 supporting arguments (max) Order by impact (strongest first) Data goes last, not first McKinsey consultants swear by this. So should you. 7. COIN Feedback Model Make tough conversations productive. Context: When and where it happened Observation: What you saw (facts only) Impact: The business consequence Next: Agreed action steps No more avoided conversations. No more resentment. Your next funding round, key hire, or major deal doesn't depend on working harder. It depends on communicating better. Because in the end, leadership isn't about having all the answers. It's about asking better questions, listening deeper, and communicating with precision. Your team is waiting for you to lead like this. P.S. Want a PDF of my Leadership Communication Cheat Sheet? Get it free: https://lnkd.in/dbaSN9fJ ♻️ Repost to help a founder level up their communication. Follow Eric Partaker for more leadership tools.

Heard of MCP? Well, meet ACP! 😅 Our talented IBM Research team is tackling AI agent-to-agent communication challenges, and we've just published our initial draft of ACP (Agent Communication Protocol). 𝗪𝗵𝗮𝘁 𝗶𝘀 𝗔𝗖𝗣? ACP standardizes agent interactions, enabling automation, collaboration, UI integration, and developer tools. Instead of enforcing strict rules upfront, ACP prioritizes practical features, ensuring adoption before formal standardization. 𝗠𝗼𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻 Agent systems often face integration issues due to varied communication standards. ACP addresses this by streamlining interactions for agents that process natural language and rely on external models, fostering easier integration and collaboration. 𝗪𝗵𝘆 𝗦𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝗶𝘇𝗮𝘁𝗶𝗼𝗻 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 Standardization ensures reliable and widely adopted features. ACP evolves based on real-world use, offering: 1/ Interoperability: Smooth interaction between agents and systems. 2/ Simplified Development: Less complexity, more innovation. 3/ Efficiency: Reduced redundancy through reusable solutions. ACP also enhances agent-specific capabilities, such as: - Natural Language Flexibility: Optimized for handling ambiguous language. - Model Dependency Management: Simplifies external model integration and resource management. I invite you to join the discussion here or on GitHub about the ideas we're implementing: https://lnkd.in/gYkbbK5Y. Link to the initial draft: https://lnkd.in/gMeWegfb

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.

𝐖𝐡𝐲 𝐝𝐨 𝐬𝐨𝐦𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐠𝐞𝐭 𝐩𝐫𝐨𝐦𝐨𝐭𝐞𝐝 𝐟𝐚𝐬𝐭𝐞𝐫, 𝐡𝐞𝐚𝐫𝐝 𝐦𝐨𝐫𝐞 𝐨𝐟𝐭𝐞𝐧, 𝐚𝐧𝐝 𝐭𝐫𝐮𝐬𝐭𝐞𝐝 𝐦𝐨𝐫𝐞 𝐝𝐞𝐞𝐩𝐥𝐲? Of all the topics people ask me about, executive presence is near the top of the list. The challenge with executive presence is that it’s hard to define. It’s not a checklist you can tick off. It’s more like taste or intuition. Some people develop it early. Others build it over time. More often, it’s a lack of context, coaching, or exposure to what “good” looks like. Here’s what I’ve learned over the years, both from getting it wrong and from watching others get it right. 1. 𝐋𝐚𝐧𝐝 𝐲𝐨𝐮𝐫 𝐦𝐞𝐬𝐬𝐚𝐠𝐞 People early in their careers often feel the need to prove they know the details. But executive presence isn’t about detail. It’s about clarity. If your message would sound the same to a peer, your manager, and your CEO, you’re not tailoring it enough. Meet your audience where they are. 2. 𝐔𝐩𝐥𝐞𝐯𝐞𝐥 𝐭𝐡𝐞 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 Executives care about outcomes, strategy, and alignment. One of my teammates once struggled with this. Brilliant at the work, but too deep in the weeds to communicate its impact. With coaching, she learned to reframe her updates, and her influence grew exponentially. 3. 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞 𝐬𝐮𝐛𝐭𝐞𝐱𝐭 Every meeting has an undercurrent: past dynamics, relationships, history. Navigating this well often requires a trusted guide who can explain what’s going on behind the scenes. 4. 𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐜𝐨𝐧𝐭𝐞𝐱𝐭 Just because something is your entire world doesn’t mean others know about it. I’ve had conversations where I assumed someone knew what I was talking about, but they didn't. Context is a gift. Give it freely. 5. 𝐂𝐨𝐦𝐞 𝐰𝐢𝐭𝐡 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 Early in my career, I brought problems to my manager. Now, I appreciate the people who bring potential paths forward. It’s not about having the perfect solution. It’s about showing you’re engaged in solving the problem. 6. 𝐊𝐧𝐨𝐰 𝐰𝐡𝐚𝐭 𝐭𝐡𝐞𝐲 𝐜𝐚𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 Every leader is solving a different set of problems. Step into their shoes. Show how your work connects to what’s top of mind for them. This is how you build alignment and earn trust. 7. 𝐁𝐮𝐢𝐥𝐝 𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧 Years ago, a founder cold emailed me. We didn’t know each other, but we were both Duke alums. That one point of connection turned a cold outreach into a real conversation. 8. 𝐃𝐫𝐢𝐯𝐞 𝐭𝐨 𝐜𝐥𝐚𝐫𝐢𝐭𝐲 𝐚𝐧𝐝 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧 Before you walk into a meeting, ask yourself what outcome you’re trying to drive. Wandering conversations erode credibility. Precision matters. So does preparation. 𝐅𝐢𝐧𝐚𝐥 𝐭𝐡𝐨𝐮𝐠𝐡𝐭 Executive presence isn’t about dominating a room or having all the answers. It’s about clarity, connection, and conviction. And like any muscle, it gets stronger with intentional practice.

If #diversity, #equity, and #inclusion practitioners want to get ahead of anti-DEI backlash, we have to address an elephant in the room: no two people in the same workplace perceive their workplace the same way. I see this every time I work with client organizations. When asked to describe their own experience with the workplace and its DEI strengths and challenges, I hear things like: 😊 "I've never experienced any discrimination or mistreatment; our leaders' commitment is strong." 🤨 "I had a good time in one department, but after transferring departments I started experiencing explicit ableist comments under my new manager." 🙁 "I've never had anything egregious happen, but I've always felt less respected by my team members because of my race." Who's right? Turns out, all of them. It starts to get messy because everyone inevitably generalizes their own personal experiences into their perception of the workplace as a whole; three people might accordingly describe their workplace as a "meritocracy without discrimination," an "inconsistently inclusive workplace dependent on manager," or "a subtly racist environment." And when people are confronted with other experiences of the workplace that DIFFER from their own, they often take it personally. I've seen leaders bristle at the implication that their own experience was "wrong," or get defensive in expectation they will be accused of lacking awareness. It's exactly this defensiveness that lays the foundation for misunderstanding, polarization, and yes—anti-DEI misinformation—to spread in an organization. How do we mitigate it? In my own work, I've found that these simple steps go a long way. 1. Validate everyone's experience. Saying outright that everyone's personal experience is "correct" for themselves might seem too obvious, but it plays a powerful role in helping everyone feel respected and taken seriously. Reality is not a question of "who is right"—it's the messy summation of everyone's lived experience, good or bad. 2. Use data to create a shared baseline. Gathering data by organizational and social demographics allows us to make statements like, "the average perception of team respect is 70% in Engineering, but only 30% in Sales," or "perception of fair decision making processes is 90% for white men, but only 40% for Black women." This establishes a shared reality, a baseline for any effective DEI work. 3. Make it clear that problem-solving involves—and requires—everyone. The goal of DEI work is to achieve positive outcomes for everyone. Those with already positive experiences? Their insights help us know what we're aiming for. Those with the most negative? Their insights help us learn what's broken. The more we communicate that collective effort benefits the collective, rather than shaming or dismissing those at the margins, the more we can unite people around DEI and beat the backlash.

Ever had someone bump into you in passing and you end up saying “sorry” ? Have you apologized for simply following up on an email? Why do so many of us apologize for things when we’ve done nothing wrong? 🥲 (I’m guilty of it, too!) The words you use at work shape how people see you — and how you see yourself. One small habit that silently weakens your presence? → Overusing “sorry” when there’s no need to. I wrote an article for CNBC about this exact thing. In it, I shared how over-apologizing sends a message you may not intend: that you don’t fully believe in your value, your ideas, or your right to be in the room. Here are a few quick swaps you can start using today: 1. Instead of: “Sorry I’m late.” Say: “Thanks for waiting.” 2. Instead of: “Sorry to follow up.” Say: “I’m checking in to see when you plan to review the document.” 3. Instead of: “Sorry, can I add something?” Say: “I’d like to add a quick thought.” Small changes, big difference. Your language is one of your strongest tools for building credibility and influence. Want more swaps and tips? Check out my article: https://lnkd.in/gdgW3Uri Want more practical ways to communicate with confidence? Grab my bestselling book Unforgettable Presence: https://amzn.to/4jm8SvD 📘

"Sorry for messaging." I see this phrase multiple times per day from Filipino team members. They are not apologizing for a mistake. They are apologizing for what they thought was a hassle they are bringing in. This is not about confidence. This is about culture. Filipino workplace communication emphasizes smooth relationships and deference to authority. The concept of "utang na loob" (debt of gratitude) runs deep. When someone helps you or employs you, maintaining that relationship through politeness becomes paramount. Foreign managers often misread this. They see frequent apologies and assume the person lacks confidence or feels anxious about their performance. That is not what is happening. Some examples I see constantly: "Sorry for the inconvenience" when asking a legitimate clarifying question. "Apologies for the delay" when the response came 2 hours later, not 2 days. Multiple apologies in a single message for what amounts to normal work communication. The challenge is this. Remote work requires directness. When someone hits a blocker, I need them to state it clearly and immediately. Not apologize three times before getting to the actual issue. This is what I think works: Model the behavior you want. When someone apologizes unnecessarily, respond with "No need to apologize. This is normal work communication." Reframe apologies into statements. If someone says "Sorry to bother you but I am blocked," teach them to say "I am blocked on X and need guidance on Y." Create explicit norms. Tell your team directly: "Asking questions is part of your job. You never need to apologize for doing your job." Acknowledge the cultural context. Explain that global business communication values directness and that this does not mean disrespect. The goal is not erasing cultural communication styles. The goal is helping your team understand that directness serves everyone better in remote work environments. Frequent apologies are not a performance issue. They are a cultural communication pattern that you can help reshape through clear expectations and consistent modeling.

A few years ago, I was in a high stakes meeting with colleagues from Japan. I presented my points confidently, thinking I was making a great impression. But as I scanned the room, I saw blank expressions. No nods. No engagement. Just silence. I panicked. Had I said something wrong? Was my idea unconvincing? After the meeting, one of my Japanese colleagues pulled me aside and said, “Sumit, we really want to understand you, but you speak too fast.” That was my light bulb moment. For years, I assumed that mastering English and business communication was enough to build strong global relationships. But the real challenge wasn’t just the language - it was the rate of speech! Most of us don’t realize that speaking speed varies drastically across cultures. Here’s an eye-opener: ·      In India, we typically speak at 120–150 words per minute. ·      The global standard for clear communication is around 60–80 words per minute. ·      In Japan, where English is not the first language, this rate drops even further. So, what happens when we, as fast speakers, communicate with someone who is used to a much slower pace? Our words blur together. The listener struggles to process. And instead of making an impact, we create confusion. We often assume that if people don’t understand us, we need to repeat ourselves. But the truth is, we don’t need to repeat - we need to slow down, simplify, and pause. If you work in a multicultural environment, here are three things that can dramatically improve your communication: a.   Control your pace: Consciously slow down when speaking to an international audience. What feels “normal” to you might be too fast for them. b.   Use simple language: Smaller sentences. Easier words (vocabulary). c.    Pause & check for understanding: Don’t assume silence means agreement. Ask, “Does that make sense?” or “Would you like me to clarify anything?” I’ve seen professionals struggle in global roles - not because they lack expertise, but because they fail to adjust their communication style to their audience. I’ve also seen leaders who thrive across cultures, simply because they master the art of respectful, clear, and paced communication. If you want to succeed in a global workplace, rate of speech is not just a skill - it’s a strategy. Have you ever faced challenges due to differences in speaking speed? Let’s discuss. #GlobalCommunication #CrossCulturalLeadership #EffectiveCommunication #SoftSkills #CareerGrowth #WorkplaceSuccess #HR

🧩 There are people who never put up big numbers, but you keep them because they make everyone else better. Back in my corporate days, we had 8 product managers. One of them was Lisa, small portfolio, no visible ambition. Solid but “average” performance. So when Lisa was let go, nobody was surprised, the decision was rational. 💥6 months later: → Collaboration died. → Trivial conflicts exploded. → Toxicity flourished. → The team fell apart. 🕳️ Because the invisible glue had left the building... Lisa was the glue. She wasn’t loud. She didn’t chase credit. But she made others better. She kept things human. She did the one thing most leadership books forget: she made people want to come to work. 📉 The problem is that glue work doesn’t live in OKRs. It doesn’t sit in your bonus calculation. It doesn’t show up in dashboards – until everything breaks. Then suddenly everyone discovers “culture” and “psychological safety” like they’re new inventions. Unfortunately... ➡️ Glue work is gendered. It falls mostly on women – especially the “nice”, “steady”, “not very ambitious” ones, who are socially conditioned to say yes, absorb conflict, and smooth everyone else’s emotions. ➡️ Glue work is undervalued. When the glue leaves, companies don’t promote the women who held it together. They hire consultants to run “culture transformation.” ➡️ Glue workers are punished. In promotion rounds, they’re called “reliable” and “great for the team,” but will be the first to let go. 👉 If you are that woman, stop doing glue work unconsciously! Do it strategically. If you’re holding the place together, that is not a “nice to have.” It is operational risk management, that means: 1. 𝗡𝗮𝗺𝗲 𝗶𝘁.     In performance reviews, 1:1s, and stakeholder meetings: “My role has been to reduce friction, stabilise the team, keep cross-functional work moving.”     2. 𝗔𝘁𝘁𝗮𝗰𝗵 𝗶𝗺𝗽𝗮𝗰𝘁:     “Since I stepped in, attrition dropped / projects shipped on time / conflicts de-escalated before they hit leadership bandwidth.”     3. 𝗦𝗲𝘁 𝗯𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀:     glue is not your entire job description. If you can’t see your value beyond “keeping everyone happy,” neither can they. 🧨 Glue is never urgent… until it’s gone. And when it’s gone, it’s not the glue that breaks., but everything else. 📣 On 26 November at 7:30pm Singapore time, Uma and I will run our last online session of the year: “How to Be Seen and Heard – The Career Move Edition.” If you’re planning a move in 2026 – up, across, out, or on your own terms – after spending years being the glue that makes everyone else look good, and you’re done being invisible while others climb, this is for you! Join us: https://lnkd.in/gp2qU5yD 👊 Because you weren’t hired to be the glue that holds everyone together. You were hired to be the force that moves things forward.