People shouldn’t
have to guess.

I have a line in my business notes: “Succeeding in business is communication.” Then I’ve written out the questions I think we need to answer: what are we building, why, and how does each person contribute and benefit?

It is easy to assume that because we have explained something, people understand it. Or that because a decision makes sense to us, the reasoning is clear to everyone else.

The person carrying the whole picture has a different view from someone who sees one part of the work. Keeping those views connected is part of a leader’s job.

There is never enough storytelling.

That’s another line from my notes. I mean telling people where we’re going and why their work matters. Giving them enough context to understand a decision. Coming back to the same idea as the company grows and new people join.

Someone should be able to ask what is expected of them and get a clear answer. They should also be able to understand how doing well contributes to the company, and what opportunities that creates for them.

What are we building, why, and how does each person contribute and benefit?

I think that clarity can give people something dependable in their working lives. They know what is expected, where the company is going, and how they fit into it.

The actions have to match.

People are watching what we do. How we respond to a problem, follow through on a commitment, or hold ourselves accountable matters as much as the expectations we put into words.

I keep these notes because knowing something and doing it consistently are different things. They remind me that communication is ongoing work, and that I need to keep doing my part.