The answer depends on company culture and personal preference, but it’s also influenced by age. Research shows that older generations in the workplace prefer face-to-face meetings or emails, while younger workers tend to choose direct messaging platforms. When team members choose different platforms, the result can be missed connections, false assumptions, and lower productivity. 

Due to longer lifespans and other demographic changes, multigenerational teams will only become more common, with four or even five generations working together. Collaboration within these age-diverse teams depends on clear communication, and it’s up to leaders to remove obstacles that prevent understanding. The following communication best practices can help your team work efficiently while still accommodating individual preferences. 

1) Remember the goal.

Regardless of the communication method and platform, the primary purpose does not change—sharing information. You may like detailed emails with lots of bullet points, but they’re ineffective if your team doesn’t read them. Ask for feedback and be prepared to shift channels if your preferred method isn’t working.   

2) Don’t make assumptions.

Guessing someone’s motivation leads to misunderstandings or—even worse—damaged relationships. For example, a younger employee might not answer emails or text messages outside work hours, which could be frustrating for an older worker who is accustomed to working evenings or weekends. They might assume they are being ignored, or that their younger colleague doesn’t have a good work ethic. It’s easy to see how these negative emotions would then influence their working relationship. 

3) Ask each person how they prefer to communicate.

Managers should ask each team member about their communication style and explain their own. Setting expectations early is especially important when it comes to giving and receiving feedback. Understanding how your manager gives feedback can help prevent hurt feelings; knowing how your direct report prefers to receive feedback can promote growth and improvement. Written user guides also help team members understand each other’s communication preferences.  

4) Set expectations and provide training.

Most organizations have a common platform for communication, which all employees are expected to use, regardless of their personal preferences. Establishing guidelines ensures that everyone knows where they can find the information they need. When multiple channels are used, employees should be trained in how and when to use each platform. 

5) Use a variety of channels.

Your team might use Slack or Teams for routine check-ins and schedule a meeting for announcements or other important conversations. Many organizations post crucial information on their intranet and follow up with emails or town hall meetings. The key to transparency is establishing a procedure that aligns with different communication preferences, even if it means repeating information. 

6) Create psychological safety.

Even when following these best practices, misunderstandings can happen. When they occur, it’s important that team members feel able to identify the problem and discuss solutions, without blame or fear of retaliation. If miscommunication creates tension between colleagues, a culture of psychological safety can encourage them to resolve the conflict quickly, rather than letting negative emotions fester. 

Effective communication doesn’t happen by chance—it requires intention, structure, and mutual respect. Within multigenerational teams, assumptions about age or preferences can easily derail teamwork, so leaders should stay curious, adaptable, and proactive.  Adopting clear communication guidelines helps reduce misunderstandings and fosters a collaborative environment where everyone can contribute their best work. 

Future business success relies on the ability to recruit and retain the most talented individuals, no matter their age. Our experts can give you the tools to bridge the generational divide and create an inclusive environment where all workers feel a sense of belonging. Learn more about our generational diversity workshop. 

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As tough conversations about social issues become increasingly common in the workplace, it’s important that those asked to engage know how they can navigate these moments in a way that feels safe and comfortable. In this article, we’ll hear from two people with a great deal of experience navigating this side of the conversation. 

Know Your Limits

Engaging in tough conversations as a marginalized or underrepresented person takes patience and emotional labor. If you don’t feel capable of giving that, it’s always fine to say no or decline to engage. That’s a move at which Jackie Ferguson, The Diversity Movement’s Head of Content and Programming, is particularly adept. A writer, Certified Diversity Executive, and long-time advocate for social equality, Ferguson is multiracial and grew up in a multi-generational, cross-regional household, so she’s had plenty of hard conversations with people of different lived experiences.

“After 5 or 10 or 20 conversations, it gets to be a lot,” she says. “As a Black person, it’s a relief to see so many people finally realizing the extent of the problem. But, it gets to be exhausting when every White person you know is saying, ‘How are you doing? Do you want to talk about it?’”

It can be hurtful to know that the struggles you’ve faced your whole life — and watched family members and friends face too — are only now becoming mainstream conversations. “It’s frustrating to see so many people just now realizing this is a problem,” Ferguson says. “Black and Brown people have seen this occur in their personal lives for so long that there’s a little bit of cynicism. Are these conversations going to change anything? Why do I have to keep reliving it if there’s not going to be a change?”

If you’re feeling cynical, tired, or otherwise unwilling to engage in tough conversations, that’s okay. Understand when you feel comfortable and engaged to have these conversations and communicate when you don’t. “But recognize that we all have to do this work to make sustainable and meaningful change,” says Ferguson. “We also have to be allies to those getting on this journey. When you change one perspective, how far does that reach? Children, colleagues, and communities can be affected positively when you plant seeds in one heart. Together, we can make strides forward by learning to communicate and having empathy for one another.”

Make Sure You’re Ready to Engage

While some people prefer not to engage in these conversations, others are passionate about educating others. The Diversity Movement’s Head of Consulting, Dr. Florence Holland, offers one perspective: yes, engage, but do so with ground rules. As a DEI leader with over 15 years of expertise and hands-on experience, Dr. Holland says she enjoys having the opportunity to educate others, regardless of where they are in their DEI journey. After engaging in many tough conversations through her work, Dr. Holland has set two firm ground rules for navigating them in a healthy, productive way:

1) Suspend your right to be offended.

“For the purpose of growth and knowledge, we have to enter these conversations with a suspension of offense,” she says. “If we go in looking to find something wrong with everything the other person says, the conversation isn’t going to go anywhere.”

Dr. Holland says she recognizes how hard this can be and how many people aren’t in a place — mentally and emotionally —  to suspend their right to be offended. “If you’re not in that place, then maybe you’re not the right person to have that conversation with,” she says. “And that’s fine. If you can refer them to someone else or to a helpful resource, that’s great.”

What she doesn’t want is to stop someone’s progress along their DEI journey by scaring them off with a conversation that turns combative and defensive. “We have to be in reflective, humble listening mode,” says Dr. Holland. “During these conversations, I use a lot of expressions like, ‘What I hear you saying is…’ or, ‘I understand that’s your intent, but think about it this way.’”

2) Remember that everything is not a marchable offense.

“It’s about picking your battles,” says Dr. Holland. “In such a tense political climate, a lot of us are ready to go on the defensive at every careless remark. But you have to give people some grace to let themselves grow.”

She’s noticed that some people don’t speak out on important issues because they’re afraid of saying the wrong thing. “We have to be patient as we’re educating people on diversity and inclusion,” she says. “They’re not always going to get it right the first, second, or third time. But if the other party is ready to march at every offense, then it’s going to shut down the conversation.”

The workplace isn’t like social media; you can’t just unfollow or block someone after a heated disagreement. “At the end of the day, I’ve still got to work with you tomorrow,” Dr. Holland says. “That’s why it’s important to approach these conversations with empathy and understanding.”

Being reminded of the issues that affect your community is never easy, but tough conversations can be a great learning opportunity for everyone involved. To learn more about the other side of this dialogue, check out our article on “Approaching Tough Conversations as an Ally.”

To gain additional perspectives and guidance along your personal DEI journey, contact us.

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There’s no question that effective leaders depend on good communication skills, but just because someone has the “gift of gab,” doesn’t mean they are an effective leader. History is also full of rabble-rousers, stone-throwers, and flashy con artists who seek only fame or personal enrichment. In fact, many highly effective leaders prefer to avoid the limelight entirely and focus instead on supporting their team and getting things done. 

In fact, high-performing teams are key to succeeding in an increasingly diverse and volatile global economy. Diverse teams – led by individuals with inclusive leadership skills – drive better business results through innovation and improved decision-making. Inclusive leadership capabilities naturally align with diversity, equity, and inclusion (DEI) best practices, which enable leaders to tap into diverse viewpoints and amplify the talents of a diverse workforce. Good communication is essential, and inclusive leaders use their conversational skills to build meaningful relationships with team members, colleagues, and everyone else they encounter. 

Leadership Communication in Action

Inclusive leaders cultivate welcoming workplaces where people feel valued, included, and encouraged to contribute their best work. They focus on their teams in order to survive and thrive, and this comes through in their everyday interactions. Conversations are authentic and transparent, and before making decisions, inclusive leaders listen to many perspectives.

“In meetings, it’s very important that leaders speak last and speak less,” says Donald Thompson, CEO and Co-Founder of The Diversity Movement. “Because leadership is still hierarchical, teams have a natural tendency to depend on the leader for answers. It’s up to leaders to become stronger at asking questions – not always having the answers themselves – but asking their team great questions. This gives the team an opportunity to find solutions.” 

Inclusive leaders use their conversation skills to build relationships with colleagues and employees, asking about their personal struggles and triumphs. They constantly strive to understand the other person and their lived experience. Inclusive leaders see every conversation as an opportunity to learn something new. 

Before Dan Martin, Vice President of Marketing for DHI Group, joined the company’s Pride employee resource group as its executive sponsor, he thought he understood the challenges of the LGBTQ+ community. But, as he listened to individuals describe the obstacles they faced at work and the emotional turmoil caused by anti-LGBTQ+ legislation, he realized how much he didn’t know. He also realized that DHI could do more to support its LGBTQ+ employees. Martin took action, sponsoring changes to the company’s health plan, as well as company-wide educational programming.

“A member of our Pride Group told me that she had never felt more supported, valued, and celebrated than she had working at DHI Group, Inc.,” Martin says. “She also said she turned down three different higher-paying job offers, because feeling safe in a culture that’s inclusive and understanding is more important.”

Keeping an open mind, listening, and building trusted relationships enabled Martin to help create a more inclusive workplace at DHI. The company’s focus on employee well-being also had bottom-line, business benefits.

Why is communication important for inclusive leaders?

Executive leadership teams are increasingly focused on employee retention, and it’s no surprise that happy employees are more likely to stay at a company. A number of studies also show that happy employees are better at their jobs, and they’re more engaged at work. Happy employees are 13% more productive, which translates to an extra 5.2 hours a week or more than 20 hours a month. Cheerful colleagues also drive better outcomes for their whole team.

A recent study by Indeed and Forrester Consulting examines several aspects of well-being at work, including the role that senior leaders and managers play. According to the “Indeed Work Wellbeing Report,” managers especially have a direct impact on worker well-being, with 56% of workers saying they don’t feel supported by their manager, and 73% reporting that feedback is not welcomed by their manager.

The report demonstrates that many companies and leadership teams have work to do if they want to attract and retain top talent. Savvy leaders are moving from the outdated “command-and-control” management model to inclusive leadership – a style that leverages strong relationships, employee well-being, diverse perspectives, and individual respect to achieve outsized results. Key to inclusive leadership is effective communication that involves more than just telling people what to do.

7 Tips for Effective (and Inclusive) Communication with Employees

Communication is a challenge for many people, even very successful ones. Interpersonal communication can be nuanced and misunderstandings happen, even when people are well-intentioned. When this happens, correct the error with kindness or offer apologies with grace. It can also be useful to approach each interaction with this question in mind: “What can I learn from this person?” 

1. Take time to invest in relationships: Inclusive leaders use their communication skills to build relationships with their team members, colleagues in other departments, C-suite executives, peers and connections in other companies or industries, friends, family and acquaintances. They approach every interaction with an open mind and a willingness to listen and learn. They use inclusive language that shows respect for others and a commitment to honor their individuality. This capacity to build partnerships and form coalitions can drive positive change – whether it’s launching a new product within your organization or serving the larger community. 
2. Set clear expectations and check for understanding: Leading teams effectively requires setting clear expectations and explaining them with clarity and economy. But good workplace communication doesn’t end there. Inclusive leaders check for understanding, asking questions to make sure everyone is aligned. They are aware of each person’s preferred method of communication, and they use multiple platforms – text, email, phone, or video call – to ensure that their message is understood. Inclusive leaders also make sure the decision-making process includes diverse perspectives from everyone involved. 
3. Be honest and authentic, even when you’re wrong or uncertain: Honesty, vulnerability, and trust are the hallmarks of an inclusive leader’s communication style. They provide feedback with integrity and candor, and they expect others to respond in kind. These honest and open conversations strengthen relationships and encourage collaboration within teams and across departments. Inclusive leaders are willing to share personal experiences that demonstrate their empathy with others. These authentic stories also reveal the leader’s motivations, perspectives, and priorities.
4. Listen more than you speak: Active listening is a hallmark of strong communication. Give the other person your undivided attention, summarize their statements, and ask questions to gain clarity. Recognize the value of diverse viewpoints in sparking innovation, and create opportunities for every team member to share their ideas, perspectives, and concerns. Prioritize inclusive listening as well. Work to attune your ear to different accents or unfamiliar speech patterns. Asking someone “What did you say?” can make someone self-conscious; instead ask, “I’m sorry. Can you please repeat that for me?”
5. Be patient and ask open-ended questions: Some people need or want time to process their thoughts before sharing, while others have had years of practice speaking off the cuff. Trained communicators can be challenged by people who are long-winded, speak in a narrative fashion, or take more time to process their thoughts. Strong communicators practice patience and also ask questions to clarify and tease out nuances from those who may be slow or reluctant communicators. “Tell me more” is one of the most useful phrases for inclusive leaders.
6. Watch the body language: Body language may convey unspoken messages. Observe cues, such as a furrowed brow, crossed arms, or slumped shoulders, which may indicate concern, defensiveness, or defeat, respectively. Keep in mind that different cultures have unique norms and interpretations of body language. What may be considered polite or respectful in one culture might be seen as offensive or inappropriate in another. For example, making direct eye contact is viewed as a sign of attentiveness in some cultures, but as a challenge or rudeness in others. Ignoring these differences can lead to misunderstandings and conflicts in diverse workplaces.
7. Look for ways to improve your communication skills: Just because you are adept at one type of communication, does not mean you don’t have room to grow. If you’re more comfortable expressing yourself in writing, sign up for a public speaking course or volunteer to speak in a public forum. If you can happily speak extemporaneously, but writing is a challenge, offer to contribute a blog post or article on a favorite topic. And always ask for feedback, so you can improve.

Highly effective, inclusive leaders don’t need to have all the answers, but they should have strong communication skills. Good communication enables teams to work together more efficiently. By improving this key leadership capability, leaders can cultivate diverse teams, which can in turn, demonstrate the innovative thinking and agile decision-making necessary in today’s volatile business environment.

Join the ranks of forward-thinking organizations that are harnessing the power of inclusive leadership to build stronger executive and managerial teams. Contact us today to learn how TDM LeaderView can transform your team and allow your organization to thrive.

Bob Batchelor, PhD, is Director of PR and Publications at The Diversity Movement as well as an award-winning cultural historian and author of numerous books, including Stan Lee: The Man Behind Marvel. Connect with him on Linkedin.

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What, exactly, is Inclusive Listening?

Language is a two-way street. It takes both a speaker and a listener, to make communication work. Think of it as two wheels on a bike. If one wheel isn’t up to speed, there’s little forward movement.  

Inclusive listening is the act of listening, with intentionality, to all the voices of a diverse workforce. It means listening to others in ways that invite participation and collaboration. In a global workforce, where English isn’t everyone’s first language, inclusive listening includes developing the skills to understand the accents of clients and colleagues who speak English as an additional language (aka accent comprehension). Without this ability, a business’s bottom line is compromised. Let’s take a deep dive into what happens when communication is compromised by an inability to understand accents that are different from our own.

The research is clear. Regardless of language, accents make speech more difficult for the listener’s brain to process. This processing difficulty can cause the listener to remember less accurately what the speaker says, make snap judgements, and even doubt the credibility of the speaker. There exists a greater chance of errors and people’s ideas are discounted because of their accents. Companies lose money, time, and opportunities when their employees (or partners) can’t understand one another. Inclusive listening is a business imperative.

Business professionals can learn a methodology to systematically “tune their ear” to unfamiliar accents and acquire a step-by-step approach that minimizes the processing demands required of the brain to comprehend unfamiliar accents. They may hear an accent, but the brain immediately interprets it so the meaning of words are clear. In doing so, fewer miscommunications arise, and business initiatives stay on track. 

In addition to learning how to understand global accents, inclusive listening requires mitigating unconscious accent bias. It means removing the blame for difficult communication from the non-native English speaker, and rightly places it on the complexities of the English language. 

English pronunciation is hard. It’s not the person, it’s the language. One reason is that English is not a phonetic language. In other words, one letter can have several different pronunciations. In most languages, one letter equals one sound. Not so in English. For example, the letter ‘o’ can be pronounced seven different ways. Try saying the following words aloud: copy, cost, consider, cool, code, could, and coward. One letter, seven pronunciations. Now let’s take a look at the two words “woman” and “women”. The letter ‘o’ is pronounced in two different ways. It’s the two letters, “a” and “e”, that are pronounced the same. Understanding the complexities of English pronunciation creates an appreciation for the challenges people who speak English as an additional language must overcome.

It goes without saying that inclusive listening mandates listening with compassion. There are several techniques for listening, and speaking, in ways that invite people into the conversation rather than push them away. One of these is to eliminate the phrase, “What? What did you say? Can you repeat that?” These questions unintentionally send the message that the person with the nonstandard accent is to blame for the communication disconnect. There’s no cause for blame. This is simply a situation where two people with different accent patterns are trying to communicate with ease. To ask for information without inadvertently casting blame, try replacing the phrases “What?” or “What did you say?” with “I’m sorry. Can you repeat that for me?”  This conveys a sense of both parties being in it together.

Inclusive listening skills prevent having to ask people to repeat themselves nearly as often and eliminates the fear in asking when necessary. In a global economy, inclusive listening is a necessary skill set to leverage innovative ideas that come with a diverse talent base. It allows all voices to contribute with impact. Like a bike with both wheels spinning, inclusive listening is a business imperative that allows companies to upskill their talent base and cross the finish line. 

Learn more in our inclusive listening workshop, brought to you in partnership with Judy Ravin.

Judy Ravin is the President and co-founder of Accents International. She is an inclusive listening expert enabling teams to overcome language barriers while maintaining each person’s unique cultural identity. Ravin is best known for her two learning and development programs: Powerful Pronunciation® and Inclusive Listening: Tuning Your Ear to Accents®; collectively known as the Ravin Method®.

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