I’ve spent the last 25 years watching managers work. Hundreds of them. Team leaders, department heads, project managers, board members – I’ve seen them all.
Some were exceptional. Many were mediocre. A few were downright awful.
But the great ones? They all share two key traits:
- They’re great at delegating (learn how to delegate effectively)
- They’re brilliant communicators.
In this article, I’ll focus on communication. Communication is, without a doubt, one of the single most important things that not only individuals, but businesses as a whole, need to get right. Poor communication can be incredibly costly.
I’ll share the five essential communication skills that separate outstanding managers from the pack, along with practical ways you can strengthen each one.
(I cover these topics in much greater depth in my communication skills course, but this will give you a solid foundation.)
The 5 Key Communication Skills Every Manager Needs
I won’t make you wait any longer. The five most essential communication skills for managers (in my professional opinion, of course) are as follows:
- Active listening
- Setting clear instructions
- Handling difficult conversations
- Adapting your communication style
- Making transparent decisions
Think you’re a master at all of those? Great. There’s no need to read the rest of this article.
Unsure about one or two? Read on, and I’ll cover exactly what you need to know.
Active listening
Communication is a two-way street.
The mistake I see from managers, time and time again, is confusing communication for being a top-down, instruction-giving process. Don’t get me wrong, effective instructions are super important (more on this in the next section). But communication is about more than what you say.
It’s also about listening. And, in particular, active listening.
I’ve written about active listening before. It’s deliberate, focused attention that shows respect and builds understanding. As a manager, this skill determines whether your team feels valued or ignored, understood or misinterpreted.
The idea is to absorb everything. Words, tone, body language, and even what remains unsaid. You figure out the needs of the speaker – do they just want you to listen, or do they need you to take action?
How to sharpen your active listening
Most managers think they listen well. Most employees disagree (as does the evidence). So, how can you improve?
- Practice the 80/20 rule. In one-on-ones, listen 80% of the time and speak only 20%. This forces you to ask better questions and properly absorb what team members share.
- Use the “three-second pause.” After someone finishes speaking, wait a few seconds before responding. This short gap prevents interrupting those who speak more slowly and signals that you’re considering their words carefully.
- Summarise regularly. Say “Let me make sure I understand…” then restate the main points you heard. This confirms understanding and shows you’ve been paying attention.
Setting clear instructions
At some point in my communication skills course, I’ll ask the attendees to raise their hands if any of their colleagues or direct reports have ever misinterpreted an instruction they gave.
Everyone’s arm will go up. Every single time.
So what’s happened here? Surely the instructions were crystal clear? They made perfect sense in their own heads, after all!
I’ve seen this mistake hundreds of times: never assume clarity and understanding. Remember:
- Background knowledge that seems obvious to you might be completely unknown to your team.
- Abstract directions breed confusion. Saying “improve customer satisfaction” without specifics leads to wildly different interpretations.
How to improve your direction-setting
- Use the “explain it back” technique. After giving instructions, ask team members to explain the task in their own words. This immediately reveals misunderstandings before work begins.
- Create visual anchors. Our brains process visual information more effectively than verbal instructions alone. Use diagrams, flowcharts, or even quick sketches to reinforce complicated directions.
- Define what “good” looks like. Provide examples of successful outcomes or clear quality standards.
Handling difficult conversations
No one likes difficult conversations. They’re awkward, uncomfortable, and, if done poorly, can lead to confrontation.
But putting your head in the sand has never made for a good manager.
An ability to handle difficult conversations is critical. You cannot, in any position of management, shy away from them. Whether it’s about poor performance, workplace conflicts, or organisational changes, these conversations are challenging precisely because they matter so much.
How to handle difficult conversations better
- Prepare with the SBI framework. Before the conversation, document the Situation, specific Behaviours observed, and their Impact. Then frame your discussion around those points, e.g. “During yesterday’s meeting (situation), you interrupted Sarah several times (behaviour), which made her reluctant to contribute further ideas (impact).”
- Question, don’t accuse. You want to create space for dialogue and avoid defensive reactions, for example: “I’ve noticed X happening. Help me understand what’s going on from your perspective.”
- Focus on shared goals. Frame the conversation around mutual objectives: “We both want this project to succeed. Let’s talk about what’s getting in the way.” This positions you as allies tackling a problem together rather than opponents.
Early in my career, I used the same direct communication style with everyone. It worked brilliantly with some team members and failed catastrophically with others. I learned this lesson the hard way: different people need different approaches.
Adapting your communication style
Adjust your communication style based on who you’re speaking with and what the situation demands.
For example, neurodivergent people sometimes have different communication styles from neurotypical people (for more information, there are great resources available to help understand how people with autism communicate).
But it’s not just neurodivergence.
Everyone has their own way of communicating. Some are happy to talk whenever, others don’t want to be disturbed unless it’s urgent. Some are open books, others are more private.
In short, understanding your people is key. Sir Alex Ferguson would speak to members of his Manchester United squad differently – a soft arm-around-the-shoulder for some, a stern kick-up-the-backside for those who could take it (although I don’t recommend Ferguson’s famous hairdryer treatment for your staff).
How to develop adaptability
- Create simple communication profiles. For each team member, note their preferred communication style. Do they prefer written or verbal instructions? Big picture or detailed guidance? Direct feedback or a gentler approach? Reference these profiles before important conversations.
- Match your message to the moment. Consider context before communicating. In urgent situations, be concise. If you need buy-in for an idea, allow more time for discussion and processing.
- Ask people. Sometimes the simplest approach is best: ask people what works best for them. Follow up with a request for feedback, like “Was that clear?”.
Making transparent decisions
If there’s one thing employees hate, it’s being out of the loop. Especially if decisions are being made that directly impact them.
As a manager, there are sometimes pieces of information you cannot share. However, you can try to be as transparent as possible.
If you’re working on a new business strategy, why not tell your team? Open it up and ask for their input – you might get some great ideas.
Then, once a decision has been made, explain why, what factors were considered, and how they connect to larger goals.
How to communicate decisions more effectively
- Use the “Decision Lens” approach. Share 1) the problem being solved, 2) options that were considered, 3) criteria used to evaluate options, and 4) how your choice best meets the criteria.
- Address the paths not taken and why. For example, “We considered expanding the London office first, but chose Manchester because of lower costs and an available talent pool.”
- Create time and space for questions. After sharing important decisions, give team members time to process and schedule a chance for follow-up questions.
Final Thoughts
Although I’ve focused on the workplace, communication is far more than a management tool. It’s fundamental to human connection.
The five skills I’ve outlined, and the principles behind them, work wonders in the office, but they’re just as valuable at home with your family, over dinner with friends, or in chance encounters with strangers.
I’ve watched communication transform struggling teams into high-performers countless times. But I’m convinced that better communication could solve many of our broader societal challenges, too.
And wouldn’t that be great, if we all just took a little time to learn how to communicate with one another?
Want to dig deeper? Our London-based workshops can help you build these skills through practical, hands-on techniques. Drop me a line to reserve your spot.
I hope you’ve found this article useful. If you’d like to dig deeper, my courses (available in London or at your offices) can help you build your management communication skills through practical, hands-on techniques. Get in touch to book a place!