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Why Your Company's Communication Strategy is Confusing (And How I Finally Figured It Out)

The receptionist at my dentist's office in Brisbane handed me a form last week that asked for my "preferred communication methodology for appointment confirmations." I stared at it for thirty seconds before asking if they meant email or text. She looked at me like I'd just asked her to explain quantum physics using interpretive dance.

That's when it hit me. We've turned workplace communication into this overcomplicated beast that even smart people can't navigate without a bloody manual.

I've been consulting with Australian businesses for seventeen years now, and I've watched communication strategies evolve from "send a memo" to something resembling the tax code. Every company thinks they need a 47-page communication framework when what they really need is people who can write a clear email and pick up the phone when necessary.

The Problem Isn't What You Think

Most executives blame communication failures on technology. "If only we had better software," they say. "If only everyone used Slack properly." Wrong. The problem is that we've forgotten communication is about humans connecting with other humans, not systems talking to systems.

I worked with a mining company in Western Australia where managers were spending two hours daily in "communication alignment meetings" to discuss how they were going to communicate about upcoming communications. No joke. Meanwhile, the actual mine workers were getting critical safety updates three days late because nobody could agree on the "appropriate channels."

That's not a technology problem. That's a common sense problem.

Here's what actually happens in most workplaces: Someone decides communication needs to be "strategised" and "optimised." They hire consultants (not the good kind like me, obviously). They create matrices and flowcharts and protocols. Before you know it, asking your colleague about lunch requires filling out a stakeholder engagement form.

What Actually Works (Despite What the Experts Say)

The best communicators I know break half the rules in corporate communication handbooks. They send emails that start with "Quick question" instead of "I hope this email finds you well in these unprecedented times." They call people instead of sending fourteen-message Teams chains. They use exclamation points without worrying about seeming unprofessional.

Revolutionary stuff, I know.

But here's where it gets interesting. The companies with the clearest communication aren't necessarily the ones with the fanciest systems. Virgin Australia's cabin crew can explain safety procedures in a way that makes you actually listen. Bunnings staff can give you directions to the screws you need without using corporate speak. Yet both companies probably have "communication strategies" gathering dust on some executive's shelf.

The difference? They focus on the outcome, not the process.

The Australian Advantage (That We're Wasting)

Australians have a natural communication style that works brilliantly in business. We're direct without being rude. We can disagree without declaring war. We use humour to defuse tension. But corporate Australia keeps trying to sound like corporate America, and it's making everything worse.

I sat through a presentation in Sydney last month where the speaker said "leverage synergistic solutions" seventeen times. Seventeen! I counted because I was bored out of my mind. This was an Australian company talking to Australian employees about Australian problems. Nobody talks like that at the pub, so why do we talk like that at work?

The most effective communication training sessions I've seen focus on helping people sound like themselves, not like a corporate robot.

The Meeting Problem Everyone Ignores

Let's talk about meetings, because this is where communication strategies go to die. Companies spend fortunes developing communication frameworks, then hold meetings where nobody communicates anything useful.

I've been in meetings where someone spent twenty minutes explaining why we needed to schedule another meeting to discuss the topics we should cover in the meeting after that. I wish I was making this up. These weren't junior employees, either. These were senior managers earning six figures to perfect the art of meeting about meetings.

Meanwhile, the best decisions I've seen happen in five-minute corridor conversations or ten-minute phone calls. But those don't fit the "strategic communication framework," so they don't count apparently.

Technology: The Double-Edged Sword

Email was supposed to make communication faster. Then we got overwhelmed by email, so we invented instant messaging. Then we got overwhelmed by instant messaging, so we created collaboration platforms. Now we're overwhelmed by collaboration platforms, and someone's probably inventing the next thing to overwhelm us.

The pattern repeats because we keep treating symptoms instead of causes. The cause isn't the technology. The cause is that people don't know how to communicate clearly, and no amount of software can fix that.

I know a small accounting firm in Adelaide that still uses email for 90% of their internal communication. Their response times are faster than companies with five different messaging platforms. Why? Because they taught their staff to write clear subject lines and keep emails under three paragraphs. Imagine that.

What Your Communication Strategy Actually Needs

First, stop calling it a "strategy." Call it "how we talk to each other and our customers." Immediately sounds less intimidating, doesn't it?

Second, focus on three things: clarity, speed, and appropriateness. That's it. If your message is clear, reaches people quickly, and matches the situation, you've won. Everything else is decoration.

Third, train people on fundamentals, not frameworks. Teach them to write emails that get responses. Show them how to manage difficult conversations without HR getting involved. Help them understand when to use each communication channel.

Most importantly, give people permission to be human. Let them use contractions in emails. Allow them to say "I don't know" instead of "I'll circle back with the relevant stakeholders." Encourage them to pick up the phone when email isn't working.

The Feedback Loop That Actually Matters

Here's something most communication strategies miss: the feedback loop. Not the formal 360-degree feedback process that happens once a year, but the daily reality check that happens when real people try to use your communication system.

If your employees are confused by your internal communications, your customers probably are too. If managers can't explain new policies clearly, those policies probably aren't clear enough. If it takes three meetings to schedule one meeting, your meeting culture is broken.

The best companies I work with have unofficial communication auditors – usually admin staff or customer service representatives who see everything and aren't afraid to point out when something doesn't make sense. They're worth their weight in gold, but most executives ignore them because they don't have "communication" in their job titles.

The Simple Truth About Complex Messages

Not everything needs to be complicated. Some of the most important business communications can be summed up in one sentence: "We're changing suppliers next month." "The project is running late." "Sarah got promoted." "We hit our sales target."

But companies love to turn simple messages into complex ones. They add context that nobody asked for, background information that nobody needs, and action items that nobody understands. By the time they're finished, the original message is buried somewhere in paragraph four, and half the recipients have stopped reading.

I once helped a construction company rewrite their safety bulletins. The original version was 400 words explaining why hard hats are mandatory. The new version was eight words: "Wear your hard hat or don't come to work." Guess which one was more effective?

Why This Matters More Than You Think

Poor communication isn't just annoying – it's expensive. Really expensive. Projects fail because requirements weren't clear. Customers leave because they can't get straight answers. Employees quit because they feel disconnected and confused.

But good communication? That's a competitive advantage. Companies with clear, consistent communication attract better employees, retain customers longer, and make decisions faster. They spend less time in meetings and more time getting things done.

The irony is that improving communication doesn't require expensive consultants or complex technology. It requires leaders who model clear communication and create environments where people feel safe to ask questions and point out problems.

The Reality Check

Your communication strategy is probably too complicated. Your emails are probably too long. Your meetings probably have too many people. Your policies probably use too much jargon.

Start there. Simplify. Clarify. Speed up. Give people fewer channels but better training. Focus on outcomes instead of processes.

And remember: if your grandmother can't understand your internal memo, your employees probably can't either.

The best communication strategy is the one people actually use. Everything else is just paperwork.

Looking to improve your workplace communication? Consider practical team development training that focuses on real-world skills rather than theoretical frameworks.