Strategies for Effective Communication at Work

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.

In my first year as a manager I alienated one of my reports by giving him too much feedback in a direct and pointed way. The feedback was "right" but delivered to bluntly and thus unwelcome. Just because you “can” give feedback doesn’t mean you should. The power of your feedback comes from the trust you build with your reports. Here is how you can build it: The most important thing to understand is that even if you have the institutional authority to deliver this feedback (your title), you need the relational authority before you can deliver it effectively. Read this line again please - doing so will help you avoid either giving pain or making problems for yourself (I did both). This means that your reports need to trust and respect you before they will listen to any feedback you give. You can build this trust and respect by: 0) Being Empathetic I was too blunt. I thought that only being right or wrong mattered, not how I said things or the judgment in my tone and words. I lacked Emotional Intelligence (EQ). How you say things matters, and this means not just the words you say but the real intent behind them. My intention in that early review was not truly focused on helping the person, but rather on scolding him into better behavior. I'm not surprised he reacted poorly to it. 1) Being Consistent Good managers are consistently giving feedback—both bad and good—to their reports. Make sure you are recognizing and acknowledging your employees’ strengths as much (or more) than you are pointing out their areas for improvement. This will make them feel comfortable with you pointing out room for improvement because they know you see them for more than their flaws. 2) Never surprise someone with a review. This is related to point 1. If you are consistently giving small pieces of feedback, a more serious piece of negative feedback should not blindside your employee. They should know that it is coming and understand what the issue is. 3) Deliver corrective feedback ASAP, and use clear examples. As soon as you see a pattern of behavior that needs to be addressed, address it using clear evidence. This gives the employee the chance to reflect on the behavior while it is still fresh in their minds, not months later when their review comes around. 4) Check in to confirm that you are being heard correctly Ask the employee if they understand the feedback you are giving and why you are giving it. 5) Be specific enough to drive change The more specific behaviors and examples you can use to support your feedback, the better your employee can understand that you aren’t speaking from a place of dislike or bias. This also gives them more concrete references to inform their behavior change. Readers—What other ways do you build a relationship before giving feedback? (Or, how have you messed this up?)

One of the toughest tests of your leadership isn't how you handle success. It's how you navigate disagreement. I noticed this in the SEAL Teams and in my work with executives: Those who master difficult conversations outperform their peers not just in team satisfaction, but in decision quality and innovation. The problem? Most of us enter difficult conversations with our nervous system already in a threat state. Our brain literally can't access its best thinking when flooded with stress hormones. Through years of working with high-performing teams, I've developed what I call The Mindful Disagreement Framework. Here's how it works: 1. Pause Before Engaging (10 seconds) When triggered by disagreement, take a deliberate breath. This small reset activates your prefrontal cortex instead of your reactive limbic system. Your brain physically needs this transition to think clearly. 2. Set Psychological Safety (30 seconds) Start with: "I appreciate your perspective and want to understand it better. I also have some different thoughts to share." This simple opener signals respect while creating space for different viewpoints. 3. Lead with Curiosity, Not Certainty (2 minutes) Ask at least three questions before stating your position. This practice significantly increases the quality of solutions because it broadens your understanding before narrowing toward decisions. 4. Name the Shared Purpose (1 minute) "We both want [shared goal]. We're just seeing different paths to get there." This reminds everyone you're on the same team, even with different perspectives. 5. Separate Impact from Intent (30 seconds) "When X happened, I felt Y, because Z. I know that wasn't your intention." This formula transforms accusations into observations. Last month, I used this exact framework in a disagreement. The conversation that could have damaged our relationship instead strengthened it. Not because we ended up agreeing, but because we disagreed respectfully. (It may or may not have been with my kid!) The most valuable disagreements often feel uncomfortable. The goal isn't comfort. It's growth. What difficult conversation are you avoiding right now? Try this framework tomorrow and watch what happens to your leadership influence. ___ Follow me, Jon Macaskill for more leadership focused content. And feel free to repost if someone in your life needs to hear this. 📩 Subscribe to my newsletter here → https://lnkd.in/g9ZFxDJG You'll get FREE access to my 21-Day Mindfulness & Meditation Course packed with real, actionable strategies to lead with clarity, resilience, and purpose.

We analyzed 4 million recruiting emails sent through Gem. Most get opened. But only 22.6% get replies. Half those replies are "thanks, but no thanks." We dug into what actually works. Here are 8 factors that drive REAL responses: 1. Strategic timing beats everything else - 8am gets 68% open rates. 4pm hits 67.3%. 10am lands at 67% - Most recruiters blast at 9am when inboxes are flooded - Avoiding peak times alone can boost your opens by 7-10% 2. Weekend outreach is criminally underused - Saturday/Sunday emails get ≥66% open rates consistently - Why? Empty inboxes. Zero competition. Candidates actually have time - Yet few recruiters send on weekends. Their loss is your gain 3. Keep messages between 101-150 words - Shorter feels spammy. Longer gets skimmed - You need exactly 10 sentences to nail the essentials - Every word beyond 150 drops performance 4. Generic templates kill response rates - Generic templates: 22% reply rate - Personalized outreach: 47% increased response rate - Even adding name + company to subject lines boosts opens by 5% 5. Subject lines need 3-9 words - Include company name + job title for highest opens - "Senior Engineer Role at [Company]" beats clever wordplay - 11+ words can work if genuinely intriguing, but why risk it? 6. The 4-stage sequence is optimal - One-off emails are dead. Send exactly 4 follow-up messages - You'll see 68% higher "interested" rates with proper sequencing - After stage 4, engagement completely flatlines. Stop there 7. Get the hiring manager involved - Having the hiring manager send ONE follow-up boosts reply rates by 50%+ - Yet most recruiters don't use this tactic - Weekend advantage: Minimal competition for attention 8. Leadership involvement is a cheat code - Role-specific timing (tech vs non-tech) matters - Technical roles: 3 of 4 best send times are weekends - Engineers check email differently than salespeople. Adjust accordingly TAKEAWAY: These aren't opinions. This is what 4 million emails tell us. Most recruiting teams are stuck in 2019 playbooks wondering why their reply rates won't budge. Meanwhile, recruiters who implement these 8 factors see dramatically better results. The data is right there. The patterns are clear. The only question is: will you actually change how you operate? Or will you keep sending the same tired emails at 9am on Tuesday? Your call.

Have you ever found yourself giving the same feedback over and over again—whether it's about a presentation, a newsletter, or a meeting? It can feel frustrating. You might think, Why don’t they know by now? Maybe they should. But they don’t. Here’s how to think about it. Clarity upfront saves time later: Instead of making corrections after the fact, take time to explain your expectations in advance. Whether it’s the layout of a newsletter or a framework for strategy, be clear on what you want from the beginning. Start with dialogue:  Have a conversation about the process. Don’t assume your team knows exactly how you want things done. Ask them what they know and what they think. Provide specifics about what you expect and why, allowing room for a back-and-forth discussion. Prevent, don’t react:  Setting clear guidelines early means you won't find yourself in a cycle of constant corrections. That’s valuable time saved for everyone. I’ve felt the frustration of repetitive feedback loops, and I’ve seen how powerful it can be when leaders shift from reactive to proactive communication. It transforms team dynamics, builds trust, and empowers everyone to perform at their best. What’s your approach to ensuring your team understands your expectations upfront? #leadership  #startups  #business  #strategy 

You don’t get what you deserve. You get what you negotiate. And staying silent can cost you up to $1.5 million over your career. Having coached 100s of executives to land $200k - $500k jobs they love, I've learned: Most people don’t get underpaid because they lack experience. They get underpaid because they use the wrong words. One weak phrase can cost you $50k+ instantly. And that compounds over time. ❌ Lower raises. ❌ Smaller bonuses. ❌ Less equity. Your negotiation language sets the baseline for everything that follows. If you catch yourself saying things like "I'm flexible on compensation," stop right there. Here are 3 powerful phrase swaps that changed the game for my clients: ❌ Never: "I just really need this job."  ✅ Instead: "I'm excited about the opportunity and would like to ensure the compensation aligns with the value I bring." ❌ Never: "I'm currently making X at my job."  ✅ Instead: "Based on my research of similar roles, I'm seeing a range of X to Y. How does that align with your budget?" ❌ Never: "I'd be willing to take less to get started."  ✅ Instead: "I'm very interested in this position and would like to work together to finalize the compensation." See the difference? You're not being difficult. You're being specific. You're not demanding more. You're defining your worth. Because every weak phrase you use doesn't just cost you now. It compounds for decades. And a few powerful words today can change your entire trajectory. Reshare ♻️ to help someone in your network. And give me a follow for more posts like this. ($1.5M stat source: Forbes & Business Insider)

Here’s a secret to help you supercharge your networking. Stop trying to hit home runs with every touch point. Instead, focus on small wins that move the conversation forward. I see so many people making big / vague asks up front: “Can you hop on a 30 minute call?” “Tell me how you accomplished [Big Thing].” These people are super busy and they’re receiving this email from you - a total stranger. The last thing they want is another item on their to do list. Instead, start with a small, simple ask that they can reply to in <30 seconds. Here’s a formula that's been really effective for me: “Hey [Name], your experience in [Industry] is really impressive. I know you're busy, but I just had to ask: If you had to start over and work your way back to [Insert Achievement], would you do A or B? A: [Insert Actionable Thing] B: [Insert Other Actionable Thing]” This formula makes is incredibly easy for them to say "I'd do A" or "I'd do B." Now the door is open! Go do thing A or thing B, get results, and report back. Let this person know you took their advice and then ask for more. This positions you as someone who values their advice and has an action bias -- someone worth investing in. That's going to lead to deeper conversations and stronger relationships!

A hard truth most people learn too late: If you're not managing up, you're not doing your job. "But I shouldn't have to manage my boss..." "A good manager wouldn't need managing..." "It feels like playing politics..." This mindset is costing you growth. Here's what managing up actually is: • Making information flow efficient • Reducing friction in decisions • Amplifying the team's impact • Building strategic alignment • Creating predictable outcomes Here's what it isn't: • Manipulation or games • Avoiding hard conversations • Pure politics or flattery • Doing their job for them The reality? Every leader has a working style. You can fight it or leverage it. One path builds connection and trust. The other just builds frustration. Here are the 7 common boss types And how to win with each: The Relentless Micromanager ❌ Don't: Resist their need for control ✅ Do: Proactively over-communicate Winning Playbook: • Send brief daily updates before COB • Create shared tracking systems • Flag risks early with solution options • Make your work visible and predictable The Volatile Visionary ❌ Don't: Lead with limitations ✅ Do: Connect to their bigger picture Winning Playbook: • Start presentations with "imagine if..." • Break big ideas into feasible phases • Bring solutions, not just problems • Frame constraints as design choices The Hands-Off Autopilot ❌ Don't: Wait for guidance ✅ Do: Create structure proactively Winning Playbook: • Document decisions and next steps • Set up regular brief check-ins • Present clear options for decisions • Build systems that run without them The Data-Driven Scientist ❌ Don't: Rely on intuition ✅ Do: Lead with evidence Winning Playbook: • Start with metrics that matter • Test assumptions with data • Show your work clearly • Frame decisions as experiments The Overwhelmed Plate-Spinner ❌ Don't: Add complexity ✅ Do: Simplify their world Winning Playbook: • Summarize in 3 bullet points • Solve problems before updating • Make decisions easy with clear options • Buffer them from unnecessary noise The Disconnected Diva ❌ Don't: Focus on details ✅ Do: Sell the story Winning Playbook: • Connect work to strategic goals • Package updates for their audience • Make them look good upstream • Translate execution into impact The Political Player ❌ Don't: Ignore the ecosystem ✅ Do: Map the landscape Winning Playbook: • Understand their pressures • Identify key stakeholders • Package wins for multiple parties • Help them navigate politics The Bottomline: Your boss isn't likely to change.  But your approach can. Learn their love language.  And notice how opportunities open up. 🔔 Follow Dave Kline for more leadership strategy ♻️ Share to help others level up by managing up PS - We've got a free workshop tomorrow on becoming more persuasive.  Join 867 leaders already signed up (in comments).

In my early career, I thought networking was all about building as many connections as possible. But I quickly learned that effective networking isn't about the quantity of your connections—it's about the quality. Throughout my career, the connections that have truly made a difference weren’t the ones where I just asked for help—they were the ones where I made it easy for others to want to help me. If you want to make others genuinely want to help you, it’s crucial to move beyond simply asking for favors. Instead, focus on creating value and building relationships where both parties benefit. So, how can you do the same? Here are four tactical tips to help you network effectively: ✅ Do Your Homework Before reaching out, research the person or company you’re interested in. Understand their work, challenges, and how you can add value. For instance, instead of asking a connection for job leads, do your own research first. Identify specific roles and companies you’re targeting, and then ask if they can help with an introduction. This approach shows initiative and respect for their time. ✅ Be Specific in Your Ask Whether you’re asking for an introduction, advice, or a referral, be clear and concise about what you need. For example, instead of asking, “Do you know anyone hiring?” say, “I noticed [Company Name] is looking for a [Role]. Would you be open to introducing me to [Person]? I’m happy to send you my resume and a brief write-up you can pass along, too.” This shows that you’ve taken the initiative and makes it easier for your contact to say yes. ✅ Offer Mutual Value When requesting a meeting or advice, frame it as a two-way conversation. Instead of saying, “Can I pick your brain?” try something like, “I’d love to exchange ideas on [specific topic] and share some strategies that have worked for me.” This not only makes your request more compelling but also positions you as someone who brings value to the table. ✅ Follow Up with Gratitude After someone has helped you, don’t just say thank you and disappear. Keep them in the loop on how their help made an impact. Whether you got the job, secured the meeting, or just had a great conversation, let them know. This closes the loop and makes them more inclined to help you in the future. Your network is one of your greatest assets—nurture it well, and it will be there for you when you need it most. What’s one networking tip that’s helped you build stronger connections? *** 📧 Want more tips like these? Join Career Bites - free weekly bite-sized tips to supercharge your career in 3 minutes or less: lorraineklee.com/subscribe 📖 You can also get behind-the-scenes stories, updates, and special gifts for my upcoming book Unforgettable Presence: lorraineklee.com/book

At Radical Candor, I often hear the question, "How do I know if my feedback is landing?" The answer is simple but not always easy: Radical Candor is measured not at your mouth, but at the listener’s ear. It’s not about what you said, it’s about how the other person heard it and whether it led to meaningful dialogue and growth. Before you start giving feedback, remember the Radical Candor order of operations: get feedback before you give it. The best way to understand how another person thinks is to ask them directly and reward their candor. Next, give praise that is specific and sincere. This helps remind you what you appreciate about your colleagues, so when you do offer criticism, you can do it in the spirit of being helpful to someone you care about. When giving feedback, start in a neutral place. Don't begin at the outer edge of Challenge Directly, as this might come across as Obnoxious Aggression. Just make sure you're above the line on Care Personally and clear about what you're saying. Pay attention to how the other person responds - are they receptive, defensive, sad, or angry? Their reaction will guide your next steps. If someone becomes sad or angry, this is your cue to move up on the Care Personally dimension. Don't back off your challenge - that leads to Ruinous Empathy. Instead, acknowledge the emotion you're noticing: 'It seems like I've upset you.' Remember that emotions are natural and inevitable at work. Sometimes just giving voice to them helps both people cope better. If someone isn't hearing your feedback or brushing it off, you'll need to move further out on Challenge Directly. This can feel uncomfortable, but remember - clear is kind. You might say, 'I want to make sure I'm being as clear as possible' or 'I don't feel like I'm being clear.' Use 'I' statements and come prepared with specific examples. Most importantly, don't get discouraged if feedback conversations sometimes go sideways. We tend to remember the one time feedback went wrong and forget the nine times it helped someone improve and strengthened our relationship. Focus on optimizing for those nine successes rather than avoiding the one potential difficult conversation. Creating a culture of feedback takes time and practice. Each conversation is an opportunity to get better at both giving and receiving feedback. When you get it right, feedback becomes a powerful tool for building stronger relationships and achieving better results together. What’s one small adjustment you’ve made to give or receive better feedback? I’d love to hear your thoughts!