---
title: "How to Improve Workplace Communication: 10 Ways | PPS International"
description: "How to improve workplace communication: ten ways to improve communication skills at work, the common barriers and how managers and talent teams build it."
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Article [Communication & Influence](https://www.ppsinternational.net/resources?topic=communication-influence) April 16, 2026

# How to Improve Workplace Communication: 10 Ways for Individuals, Managers and Teams

To improve communication skills in the workplace, we need to recognize that many people have preferences different from our own. Our guide to [communication styles for leaders](https://www.ppsinternational.net/resources/articles/developing-flexible-leaders) explains what those preferences are and how to adapt to them. If we tailor our speech, body language and information-sharing approach to others’ preferences, they are more open to accept ideas. This is especially important during the sales process, problem solving, working on a team or providing customer service. Improve communication skills in the workplace and you will improve the results you achieve.

This article is for two readers. If you want to improve your own communication skills in the workplace, the ten ways below begin with four adjustments to your own preferences and add six more, from listening to choosing the right channel. If you manage a team or lead talent development, the second half covers how to improve workplace communication across a team or an organization: the barriers that get in the way, what managers can change this month and how learning and development teams build the capability at scale with [communication skills training](https://www.ppsinternational.net/communication-influence) and a common language for styles.

## What effective communication in the workplace looks like

Effective communication in the workplace means the people who need information have it, understand it the way it was intended and know what to do with it. It is measured by what happens next: the decision gets made, the work gets done as intended and problems surface early enough to fix.

In practice, a few cues tell you whether communication is working:

- People can state what is expected of them and by when.
- Meetings end with decisions and owners.
- Bad news travels upward quickly.
- Written messages get a response without a follow-up.
- Disagreements are handled in conversation rather than in email chains.

When one of these is missing, the cause is usually a habit rather than a lack of talent, and habits can be changed. The ten ways below are the ones we have found effective.

## Improved communication skills in the workplace equals improved results

When you can spot subtle differences in the way people behave, you can effectively work with teams, peers and customers. Here are some tips on things we have found effective to improve communication skills in the workplace.

1. **Recognize your own preferences and behaviors and use them to play on your strengths.** It can be hard to evaluate the way in which we use communication skills in the workplace. Once you know your own style you can adjust or strategically think how you can optimally communicate in a situation. Do you tend to provide a high level of detail, when key points would be enough for your audience? Do you ask many questions rather than making recommendations? Sometimes our approaches are appropriate to the situations we find ourselves in. Other times, we need to adjust our approach to meet goals. Consider your strengths in using communication skills in the workplace and use these to your advantage.
2. **Plan critical business situations before they occur.** Before you start an important conversation, think about the people you will be interacting with. If you have worked with them before, think of their preferences and how they like to receive information. Some conversations benefit from planning and practicing, such as delivering a difficult message or asking senior leaders for support. Take the time to set goals, an agenda and plan for how to share information in the best ways.
3. **Increase your chance at successful influencing by tailoring your approach to the preferences of others.** How do you know the ways people like to use communication skills in the workplace? You can observe people in action and pick up on subtle cues. For instance, do they speak quickly? Talk more about facts or feelings? Use gestures more than other people? These give you cues to how they may like to receive information as well. For those you will work closely with, consider facilitating a discussion about individual preferences before jumping into crucial conversations.
4. **Manage interpersonal tension by behaviorally flexing.** By temporarily adjusting your behavior to the preferences of others, you manage tension and encourage others to work with you. Even subtly matching the behaviors you uncovered through observation or conversations helps reduce tension and improve communication in the workplace.

These four adjustments can go far to improve communication in the workplace, and ultimately the ability to work well with others.

## Six more ways to improve communication skills in the workplace

The four adjustments above cover the people side: knowing your own preferences and reading other people's. The six that follow cover the message itself, the channel it travels through and the conversations most of us put off.

1. **Listen to understand before you respond.** Preparing your reply while the other person is still talking undermines understanding. Active listening means holding your response until you can summarize what you heard and check it: "So the concern is the timeline rather than the budget. Is that right?" A study of first conversations between strangers found that people who received active listening responses felt more understood than people who received advice or a simple acknowledgment \[1\]. Participants in our programs tell us that active listening is the most valuable skill they take away. Try this: in your next one-on-one, summarize before you answer, once per topic.
2. **Lead with the point, then the reasoning.** Busy readers and listeners want the conclusion first. State the decision or the request, then the two or three reasons behind it, then the detail for anyone who wants it. This is the reverse of how most of us think a problem through, which is why it takes practice. It applies to a status update in a meeting, an email to a senior leader and a message to a customer. Try this: before an important message, write the one sentence you would keep if you could keep only one, and put it first.
3. **Ask questions and check for understanding.** Research on what psychologists call the illusion of transparency shows that people overestimate how visible their own emotional states are to others \[2\]. In our experience the same thing happens with instructions: the person giving them knows what they meant and assumes the listener does too. Two habits help. Ask "What will you do first?" instead of "Any questions?", and after giving direction, invite the other person to play it back in their own words. In virtual and cross-cultural settings the check matters more, because the cues that would reveal confusion are weaker and directness norms differ.
4. **Choose the channel, then write for the reader.** Written channels can lose tone. A series of experiments on email found that people believe they convey tone over email, whether serious or sarcastic, more effectively than they actually do, because it is difficult to step outside one's own perspective when judging how a message will land \[3\]. A workable rule: decisions and disagreements in conversation, by voice or video; confirmations and records in writing; anything emotional in person or by voice first, with a written summary afterward. When you do write, keep sentences short, make one request per message, put the request in the first line and write a subject line that says what the reader needs to do. Our article on [business writing mistakes](https://www.ppsinternational.net/resources/articles/the-7-mistakes-you-make-when-writing-for-business) covers the rest.
5. **Communicate across distance and time zones on purpose.** In an office, small misunderstandings get corrected in the hallway. On a remote or hybrid team they do not, so the corrections have to be designed in. Agree in writing which channel is for what, how quickly a reply is expected on each, how decisions are recorded and how to reach someone urgently. Rotate meeting times across regions so the late slot moves around, and write down what was decided where everyone can see it. Expectations about response times and directness vary across cultures, so ask about preferences rather than assuming them. Our guide to [managing remote teams](https://www.ppsinternational.net/resources/articles/ways-to-stay-connected-when-you-manage-a-remote-team) includes a set of communication agreements you can adapt.
6. **Give feedback early and open difficult conversations sooner.** Communication problems compound while people wait for a better moment. A [feedforward discussion](https://www.ppsinternational.net/resources/videos/video-how-to-have-a-feedforward-discussion), which asks for suggestions about the future instead of judgments about the past, is an easy way to start. For a message someone will not want to hear, prepare the opening line; our short video on [how to begin a difficult conversation](https://www.ppsinternational.net/resources/videos/how-to-begin-a-difficult-conversation) gives you a structure. Ask for feedback on your own communication as well. One question after an important meeting is enough: "What could I have made clearer?"

If you’d like to better use your communication skills in the workplace, our *Interaction Styles in Action* microcourse is a great primer in knowing your own style, planning critical conversations and tailoring your approach to others’ preferences. Learn more and [enroll in our course.](https://pps.conveyour.com/c/yl63tbqh2k/interaction-styles-in-action-a-beginner-s-microcourse-in-influence)

For groups who would benefit from improving their communication skills in the workplace, a program such as our [*Interaction Styles in Action*](https://www.ppsinternational.net/resources/programs/interaction-styles-in-action) can provide important insights about ways of working.

## Common communication barriers in the workplace and what removes them

Most communication barriers in the workplace are structural rather than personal, which is good news, because structure can be changed faster than personality. The table lists the seven we see most often, how each one shows up and what tends to remove it.

| Barrier | How It Shows Up | What Helps |
| --- | --- | --- |
| Unclear expectations | "Nobody told me," rework and missed deadlines | State the outcome, the deadline and who decides, then ask the person to play it back |
| Information overload | Long emails may remain unread, important messages buried in chat | Lead with the point, one request per message and a separate channel for decisions |
| Style differences | Detail people and big-picture people talking past each other; others focused on relationships; some focused on task | A shared vocabulary for styles and the habit of adapting to the other person's preference |
| Hierarchy and fear | Problems reach managers late or not at all | Managers who respond to bad news with questions, thank people for raising it and admit their own mistakes |
| Distance and time zones | Silence read as agreement, decisions made while half the team is offline | Written communication agreements, rotated meeting times and decisions recorded where everyone can see them |
| Language and culture | Directness can be interpreted as rudeness, indirectness can come across as agreement | Explicit checks for understanding, reflection time before responses and questions about preferences instead of assumptions |
| Channel mismatch | Conflict conducted by email | Conversation for decisions and disagreement and rapport building, writing for records and confirmations |

## For managers: how to improve team communication

For a manager, communication is most of the job. Gallup attributes about 70% of the variance in team engagement to the manager \[4\], and much of that influence runs through how the manager sets expectations, runs meetings and responds when someone brings a problem. A few practices to consider include:

- Write communication agreements with the team: which channel is for what, expected response times, how decisions are recorded and how to escalate. Co-located teams need them as much as remote ones.
- Make expectations explicit for every piece of work: the outcome, the deadline, what good looks like and who decides. Then ask the person to describe their first step.
- Run meetings that end with decisions and owners, and send the summary within a day.
- Keep a weekly one-on-one and use half of it for the other person's agenda. Upward communication depends on a regular, predictable opening for it; our guide to [managing your manager](https://www.ppsinternational.net/resources/articles/managing-your-manager) describes the employee's side of that conversation.
- Make it safe to raise problems. Amy Edmondson's study of 51 work teams in a manufacturing company found that teams whose members believed it was safe to take interpersonal risks showed more learning behavior, such as asking for help, admitting errors and seeking feedback, and that this learning behavior was linked to team performance \[5\]. The manager sets that belief by how they respond the first few times someone brings bad news.
- Model what you ask for. A manager who leads with the point, listens before answering and admits mistakes gives the team permission to do the same.

## For talent development leaders: how to improve workplace communication across an organization

For talent development leaders, the question is how to improve workplace communication across hundreds or thousands of people, most of whom think their own communication is fine, and how to show that it changed. Poor communication is often in the top three areas identified as needing improvement in employee engagement surveys, 360-degree feedback and development plans, which makes it one of the few capabilities with a built-in baseline.

### Start with a diagnosis

Before choosing a program, find out which barrier is doing the damage. Useful sources include the engagement survey items on clarity of expectations and information flow, pulse surveys, exit interview themes, the comments in manager 360-degree feedback, rework and escalation data and a few listening sessions with teams that work across functions or regions. Cues that a population needs work on communication include:

- Recurring rework because instructions were understood differently by the people who gave and received them.
- Meetings that produce updates but not decisions, and decisions that get relitigated afterward by email.
- Problems that reach senior leaders late, after the cheap fix has passed.
- Friction between functions, regions or styles that gets explained as personality.
- Survey scores on clarity of expectations and openness to concerns below the organization's own benchmark.

In working with a global equipment technologies organization focused on enhancing the performance of a particularly tenured group of consultants, we designed a communication pulse survey that covered information on perception of senior leaders' style, clarity and communication alignment with company values. The results revealed important insights into how the leader was being perceived in day-to-day communication. This allowed the organization to craft a specific coaching plan for that leader and to have a baseline for improvements in communication.

### Give people a common language

The fastest improvement we see comes from a shared vocabulary for preferences. When a whole cohort has learned the same style model, "I need the key points first" and "give me the detail" become requests rather than criticisms, and the adapting described in way 4 becomes a team norm instead of an individual effort. Our [communication styles article](https://www.ppsinternational.net/resources/articles/developing-flexible-leaders) explains the four Interaction Styles and how flexibility is built across a leader population. PPS International Limited has also organized its communication programs around a proprietary Communication Cycle model that our clients have used for more than 30 years; the [Communication & Influence](https://www.ppsinternational.net/communication-influence) page describes it.

Communication skills are then built by role. Here is where they sit in our curriculum.

| Program | Who It Is For | What It Builds |
| --- | --- | --- |
| [*Interaction Styles in Action*](https://www.ppsinternational.net/resources/programs/interaction-styles-in-action) | Anyone who works with others | A common language for preferences and the habit of adapting to them |
| [*Assertive Communication*](https://www.ppsinternational.net/resources/programs/assertive-communication) | Individual contributors and team leaders | Stating needs and positions clearly and respectfully |
| [*Giving & Receiving Feedback*](https://www.ppsinternational.net/resources/programs/giving-receiving-feedback) | Managers and team members | Specific, timely feedback in both directions |
| [*Having Tough Conversations*](https://www.ppsinternational.net/resources/programs/having-tough-conversations) | Managers | Opening and holding difficult conversations |
| [*Powerful Presentation Skills*](https://www.ppsinternational.net/resources/programs/powerful-presentation-skills) | Anyone who presents to groups | Structuring and delivering a message for an audience |
| [*Business Writing*](https://www.ppsinternational.net/resources/programs/business-writing) | Anyone who writes for work | Clear, concise written messages |
| [*Leading Hybrid Teams*](https://www.ppsinternational.net/resources/programs/leading-hybrid-teams) | Managers of remote and hybrid teams | Communication agreements and rhythms across distance |
| [*Executive Influence*](https://www.ppsinternational.net/resources/programs/executive-influence) | Senior leaders | Communicating and influencing at the executive level |

### Build it into the manager's job

Programs change behavior when managers reinforce them. The practices in the manager section above, communication agreements, explicit expectations, meetings that decide and a weekly one-on-one, are the reinforcement. We recommend adding them to new manager programs as standard modules, asking every intact team to write its communication agreements within a month of a program and giving managers a short guide for the first three one-on-ones after their people attend.

### Measure it

Communication is easier to measure than most soft skills because the baseline already exists. Compare the engagement survey items on clarity and openness before and after, collect participants' application commitments and follow up on them at 60 and 90 days, ask managers what they have observed and track a business indicator that communication touches, such as rework, escalations or customer complaints, in the teams that went through the program. Our article on [measuring training success](https://www.ppsinternational.net/resources/articles/measure-training-success-transform-ld-from-cost-center-to-impact-creator) covers the evaluation design.

Organizations that get this right treat communication as a capability with a common language, manager reinforcement and a measure attached, rather than as a course. Our [communication skills training](https://www.ppsinternational.net/communication-influence) is built that way, and the programs above can run as a sequence for a cohort or as single workshops for a role.

## Frequently asked questions

### What are the five C's and the seven C's of communication?

The seven C's most often given are clear, concise, concrete, correct, coherent, complete and courteous; the five C's usually name clarity, conciseness, consistency, courtesy and confidence. Both are checklists for written and prepared messages, and both are useful as a final review. Neither covers listening, checking understanding or adapting to the other person's preferences, which is where most workplace communication problems start.

### Which communication skill should I work on first?

Listening, for most people. It improves every other skill because it tells you what the other person needs, and it is the skill our program participants most often describe as the most valuable. The second is planning the conversations that matter, which is way 2 above. If you are not sure which to pick, ask two colleagues what they would change about how you communicate and start there.

### How do I know whether communication in my organization needs work?

Look at the engagement survey items on clarity of expectations and openness to concerns, the frequency of rework and escalations and whether meetings end with decisions. If two of those are weak, the organization has a communication problem whatever the individual skill levels, and the diagnosis section above describes where to look next.

### How long does it take to improve communication skills?

In our experience a specific habit, such as summarizing before you answer, changes within a few weeks of deliberate practice. Being seen as a different communicator by colleagues takes longer, often several months, because other people update their impressions slowly. Programs shorten the first part by giving people a model and a place to practice; the second part depends on practicing in real situations and asking for feedback.

### What should communication skills training include?

Training helps when it includes a shared model of communication or styles, practice with participants' own situations rather than generic role plays, feedback from a facilitator who models the skills and a plan for what participants will apply in the following weeks. We also recommend involving managers before and after a workshop, because a skill that the manager does not expect to see tends not to be used. Our [communication programs](https://www.ppsinternational.net/communication-influence) page describes how they are built.

## Where to start

For an individual: focus on listening and noticing and adapting to others' preferences this week. Notice your own preference in one meeting a day and summarize before you answer in one conversation a day. For a manager: write communication agreements with your team in your next staff meeting and send a decision summary after every meeting for a month. For a talent development leader: pull the three survey items that touch communication, pick one population where the scores are lowest and design for that population first.

## References

1. Weger, H., Castle Bell, G., Minei, E. M. and Robinson, M. C. (2014). The relative effectiveness of active listening in initial interactions. International Journal of Listening, 28(1), 13–31. https://doi.org/10.1080/10904018.2013.813234
2. Gilovich, T., Savitsky, K. and Medvec, V. H. (1998). The illusion of transparency: Biased assessments of others' ability to read one's emotional states. Journal of Personality and Social Psychology, 75(2), 332–346. https://doi.org/10.1037/0022-3514.75.2.332
3. Kruger, J., Epley, N., Parker, J. and Ng, Z.-W. (2005). Egocentrism over e-mail: Can we communicate as well as we think? Journal of Personality and Social Psychology, 89(6), 925–936. https://doi.org/10.1037/0022-3514.89.6.925
4. Clifton, J. and Harter, J. (2019). It's the Manager. Gallup Press.
5. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999

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