Improving Workplace Communication

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.

Maybe you've seen my skits portraying the tension between sales and legal during the contracting process. What you may not realize though, is that even though I used to practice law—I’ve never *actually* worked as an in-house lawyer. All of my experiences come from being the sales rep in the skit. As a result, the DMs I get from in-house lawyers about my skits lead to great discussions about how to best manage that tension. Some ideas that have come out of those convos: 1. Legal should proactively manage the sales team’s expectations. High functioning teams often have a service level agreement with their internal clients about how long contract review should take. Other legal teams set clear benchmarks, e.g. review within 48-72 hours. This enables sales to manage expectations with their buyers, and/or point out when it’s the buyer’s own lawyer/paper that’s causing the delay. 2. Be candid about the impact of limited resources. Instead of solving the problem by overworking your team (which can lead to burnout, turnover, or mistakes), be up front with your internal clients about your limited capabilities. E.g. Say you can provide lightning-quick response times for large deals, but refuse to negotiate deals below a certain threshold. Internal clients will directly feel the impact of you having limited resources and will be incentivized to advocate for more budget on your behalf. 3. Expand the legal team’s capacity. This is not just about having extra warm bodies to review contracts, it’s also about making sure your team has the right expertise available. Delays are sometimes caused by the current legal team’s lack of experience with specific areas of law. The highest functioning legal teams make sure they have the right external resources (e.g. law firms or flex talent) lined up to quickly address these unexpected needs. These are just a few ideas I’ve heard from the grapevine. If you have suggestions, experiences, or stories to share, we would love to hear from you in the comments! Or you can DM me if your idea is especially controversial 😅

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

I keep returning to Damon Centola’s research on how #change spreads. Not because it’s clever. Because it’s true. Centola found that change doesn’t move like information. You can’t push it through announcements or clever messaging. It spreads through behavior, #trust, and networks. He calls it complex contagion, and it tracks with what I see inside organizations every day. People don’t change because someone at the top says so. They change when they see people they trust doing something new. Then they see it again. Then maybe one more time. That’s when it starts to feel real. That’s when it moves. Here’s what Centola’s research shows actually makes change stick: - Multiple exposures. Once isn’t enough. People need to encounter the new behavior several times from different people. - Trusted messengers. It’s not about role or rank. It’s about credibility in the day-to-day. - Strong ties. Close, high-trust relationships are where change actually moves. - Visible behavior. People need to see it being done, not just hear about it. - Reinforcement over time. Real change takes repetition. One wave won’t do it. This flips most #ChangeManagement upside down. It’s not about the rollout or coms plan. It’s about reinforcing new behaviors inside the real social structure of the organization. So, if you are a part of change, ask your team and self: 1. Who are the people others watch? 2. Where are the trusted connections? 3. Is the behavior visible and repeated? 4. Are you designing for reinforcement or just awareness? Change isn’t a #communication problem. It’s a network pattern. That’s the shift. That’s the work. And that’s what I help teams build.

Tired of endless meetings and pointless emails? High-performing teams have cracked the code. Ever noticed how some teams just "click" while others struggle with endless back-and-forth? The secret lies in how they communicate. After all, we spend 88% of our time at work communicating. After working with diverse teams for 20 years, I've identified 10 core principles that can transform your team's communication: 1. Quality over Quantity: Less talk, more impact. 2. Clarity Above All: Ensure your message is crystal clear. 3. Consistency Builds Alignment: Repeat key messages across all channels. 4. Active Listening: A Two-Way Street 5 Cultivate Small Talk: Strong relationships fuel effective communication. 6. Storytelling: Engage and Inspire 7. Transparency Fosters Trust 8. Embrace Feedback as Growth 9. Mindful Body Language: Your body language speaks volumes. 10. Establish a Push/Pull/Exchange System: Empower your team to share and receive information effectively. These principles go beyond just sending emails. They're about creating a culture of open, honest, and impactful communication. What are your top communication tips? Share in the comments below! And follow me Oliver Aust for daily insights on leadership communications.

I was a target of office politics 😣 And it wasn't pretty. I would dread to go to work 😨 I never felt comfortable sharing my ideas/opinions 🤔 I left without being able to contribute as much as I would have liked 😤 If you too are facing something similar, here are some practical tips I wish someone would have given me: ✅ Stay Neutral: Avoid taking sides in office conflicts. Stay neutral to maintain trust and credibility. ✅ Build Relationships: Cultivate positive relationships with colleagues across all levels. Networking is key! ✅ Communicate Clearly: Be transparent and open in your communication. Clear communication can prevent misunderstandings and conflicts. ✅ Focus on Solutions: Instead of dwelling on problems, focus on finding solutions. Positivity goes a long way! ✅ Stay Professional: Keep emotions in check and maintain professionalism at all times. Don't let emotions cloud your judgment. ✅ Seek Allies: Identify allies who can support you in navigating office politics. Strength in numbers! ✅ Document Everything: Keep records of important conversations and decisions. Documentation can protect you in case of disputes. ✅ Stay Informed: Stay updated on organizational changes and developments. Knowledge is power! ✅ Be Adaptable: Be flexible and adaptable to changing dynamics. Embrace change rather than resist it. ✅ Know When to Walk Away: Sometimes, it's best to walk away from toxic situations. Your mental health should always come first. Have you ever faced annoying office colleagues who come to work only to make your life miserable? #OfficePolitics #CareerSuccess #ProfessionalDevelopment

Beware of Creating the "Airport Experience" for Your Legal Team Users ✈️ Airports have lots of processes, queues, information screens, directional arrows, emails, texts, unique numbers, checks, special documents etc. On the surface, it all gives the impression of extreme organization and information sharing. But as a user, particularly if you only navigate an airport once or twice a year, the experience can be overwhelming, tense, confusing, and frustrating. 😵💫 This made me think that while processes, self-service, and information sharing are critical components of a well-run legal department, there's a danger of overdoing it. We must never forget that the average user's ability to comprehend and interact with our department can easily be compromised by overly complex systems and communication channels. I thought of these watch outs to make sure you're not turning your legal department into a bustling airport terminal: Avoid Multiple System Channels of Entry for Queries: Stick to a streamlined process with one or two clear channels for submitting queries. Having multiple systems can confuse users and lead to queries being lost or mishandled. Keep it simple, and ensure that users know exactly where to go when they need help. 🛣️ Simplify Communication: Be realistic about what your business stakeholders are going to read and digest. Focus on clear, concise, and targeted communication that gets straight to the point. Your goal should be to make information easy to digest and actionable, providing it in the place and at the time they need to consume it. ✉️ Cater to Infrequent Flyers: Even frequent users of legal team services won't fully understand or appreciate the process or what's needed as part of their request. For infrequent or first-time users, it can be even more confusing. Be prepared to tell them upfront exactly what you need from them and why, so you can get the request off to the best start. 🚦 #LegalOps #Legal #Law #Business #Efficiency #Communication

𝗪𝗵𝗮𝘁'𝘀 𝗵𝗶𝗱𝗱𝗲𝗻 𝗯𝗲𝗹𝗼𝘄 𝘁𝗵𝗲 𝘀𝘂𝗿𝗳𝗮𝗰𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗜𝗰𝗲𝗯𝗲𝗿𝗴? 𝟳𝟬% of all the knowledge which you accumulate in any organisation. The implicit and tacit knowledge, the why and how which drives actions and decisions and is lost when employees leave. Only 𝟯𝟬% of what we truly know is captured in documents, data, facts and figures. I recently wrote about the challenge of retaining knowledge in Procurement teams, particularly in times of high fluctuation. Left unaddressed, it's causing productivity leakage and lowering employee morale. But not all knowledge is of the same kind. And not all can be harvested the same way. 𝗙𝗶𝗻𝗱 𝗵𝗲𝗿𝗲 𝘁𝗵𝗲 𝟯 𝗺𝗮𝗶𝗻 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝗶𝗲𝘀: 𝗘𝘅𝗽𝗹𝗶𝗰𝗶𝘁: The "What" is known and documented (e.g., SOPs, processes, spend reports). 𝗜𝗺𝗽𝗹𝗶𝗰𝗶𝘁: The "How" of actionable insights, often unspoken but transferable (e.g., negotiation tactics, best practices). 𝗧𝗮𝗰𝗶𝘁: The "Why," deeply embedded in experience and values, hard to express but crucial (e.g., personal insights about market trends or suppliers). 𝗦𝘂𝗿𝗳𝗮𝗰𝗶𝗻𝗴 𝘁𝗮𝗰𝗶𝘁 𝗮𝗻𝗱 𝗶𝗺𝗽𝗹𝗶𝗰𝗶𝘁 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗶𝘀 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗶𝗻𝗴. Turning experience into tangible, documented information and data points is like reverse engineering and is often resisted by knowledge owners when it comes to sharing. Technologies, such as Knowledge Graphs, Ontologies, and AI assistants, can collaborate with employees to harvest knowledge at the source, whether from structured data (files, tables, logs) or unstructured data (voice, audio, video, documents). This can help to reduce the burden of knowledge capture, centralise its management and make it accessible for everyone. 𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁, 𝗹𝗶𝗸𝗲 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁, 𝗶𝘀 𝗮 𝗰𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗵𝗮𝗯𝗶𝘁 𝘁𝗵𝗮𝘁 𝗰𝗮𝗻𝗻𝗼𝘁 𝗯𝗲 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗲𝗱 𝘄𝗶𝘁𝗵 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗼𝗻𝗹𝘆. 𝗜𝘁 𝗻𝗲𝗲𝗱𝘀 𝘁𝗼 𝘀𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝘀𝗺𝗮𝗹𝗹𝗲𝗿 𝘀𝘁𝗲𝗽𝘀. Here are some practical tips to kickstart knowledge sharing to surface tacit and implicit knowledge: ▪️𝗕𝗿𝗼𝘄𝗻 𝗯𝗮𝗴 𝗹𝘂𝗻𝗰𝗵𝗲𝘀 where category teams share use cases and insights ▪️𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗻𝘂𝗴𝗴𝗲𝘁𝘀 captured in documents and support tickets ▪️𝗟𝗲𝘀𝘀𝗼𝗻𝘀 𝗟𝗲𝗮𝗿𝗻𝘁 sessions to review project outcomes post-mortem ▪️𝗖𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲 𝗦𝗼𝗰𝗶𝗮𝗹 𝗠𝗲𝗱𝗶𝗮 & 𝗪𝗲𝗯𝗶𝗻𝗮𝗿𝘀 used for knowledge dissemination ▪️𝗪𝗼𝗿𝗸 𝘀𝗵𝗮𝗱𝗼𝘄𝗶𝗻𝗴 & 𝗿𝗼𝘁𝗮𝘁𝗶𝗼𝗻𝘀 to skill-up new people in a role ❓What kind of knowledge assets are most valuable in Procurement? ❓How is your company tapping into your submerged knowledge #knowledgemanagement #procurement #lessonslearnt #artificialintelligence

Tech skills are not enough in Cybersecurity The higher up you go .. the more you need to speak the language of the business Learn how to communicate with non-technical stakeholders i.e. the people who care about business outcomes more than technical details. Key Areas To Focus On: ↳ Learn key concepts like risk management, ROI, and regulatory compliance. This helps connect cybersecurity efforts to business outcomes, making it easier to gain executive buy-in. ↳ Practice writing concise reports and delivering presentations that break down technical topics into actionable insights for non-technical leaders. ↳ Understand budgeting and financial planning: As a cybersecurity professional, you’ll need to justify security spending and understand how to allocate resources efficiently. Learning budgeting skills will help you make the case for necessary investments. ↳ Grasp project management basics: Many cybersecurity initiatives are cross-functional and require strong project management skills to align teams and ensure deadlines are met. ↳ Learn vendor management: You’ll often need to work with third-party vendors for security tools or services. Understanding how to manage these relationships and negotiate contracts is key. Simple fact is .. if you can’t explain complex security issues in simple, actionable terms, you'll hit a massive career roadblock. Focusing on these skills will set you up for long term success Good luck on your career

The discussions from an interactive strategy day are often some of the best insights. 🤓 Today I had the opportunity to run a clear legal communication session with a group of 50 in-house lawyers, and here are some of my takeaways... 👩🏼🎨 Lawyers are surprisingly good at visual communication, if you give them a chance! Many lawyers assume their expertise is words over visuals, yet within just three minutes, 50 lawyers created ~250 icons to represent legal concepts. This iconstorming exercise shows lawyers can think visually yet they often don't get the opportunity in their day-to-day work. It was exciting to see so many participants plan to incorporate some visuals into their legal work going forward. 🗓️🚦Scheduling communication for green zones is almost as important as how you craft that communication I shared Susan Gillis Chapman’s Mindful Communication framework (Red, Orange, and Green Lights) and we had some lightbulb moments about how timing affects clarity. Writing emails when stressed, distracted, or hungry often leads to unclear or abrupt messages that don’t land well. Scheduling back-to-back meetings on completely different topics can leave you mentally jumping between contexts, making it harder to communicate thoughtfully. Carving out time for green zone communication is a secret weapon for clarity and general well being! 💎 Every team has hidden communication ‘hacks’ As we explored ways to improve communication, we discovered that many team members had already developed brilliant, small-scale solutions, such as: > Creating canned email templates for FAQs to the legal team. > Always using a one-line summary at the top of emails to summarise the message or advice. > Debating whether email pleasantries (e.g. "Hope you're having a great week!") were useful or unnecessary fluff... (We voted... 60% in favour of keeping them!) Legal teams already innovate in their communication, they just don’t always get the chance to share those ideas or tools. Encouraging knowledge-sharing around communication strategies can have an immediate, positive impact. 🎯 Big takeaway This legal team isn’t just drafting contracts or giving legal opinions. This team are high-level business advisors who are refining their communication strategies to drive clarity, alignment, and strategic action.   The best legal teams don’t just know the law, they ensure their expertise is heard, understood, and acted upon.   According to the Association of Corporate Counsel Australia x Taylor Root 2024 In House Trends Report, "Communication / Listening" is a focus item of capability. Looking over the list of training items (see the attached image), I can see clear communication as a powerful multiplier skill that can help with many of the other strategic and tactical aspects modern in house lawyering. So.... is communication training a focus for your legal team? #clearcommunication #contractdesign #legaltraining #legalinnovation