Dr. Andrew Newberg

And there was this one pair where I actually, they both brought up the same email that had happened recently, but from two very different perspectives. The manager said, I wanted to soften the blow of this communication. So I said, great job on this, but I think we can continue to improve it. And then they had a little emoticon. And they thought they did a great job on it.

And there was this one pair where I actually, they both brought up the same email that had happened recently, but from two very different perspectives. The manager said, I wanted to soften the blow of this communication. So I said, great job on this, but I think we can continue to improve it. And then they had a little emoticon. And they thought they did a great job on it.

The subordinate, on the other hand, gave me this email and said, this is really condescending. They said we when they meant you. And the emoticon felt sarcastic in this situation.

The subordinate, on the other hand, gave me this email and said, this is really condescending. They said we when they meant you. And the emoticon felt sarcastic in this situation.

The subordinate, on the other hand, gave me this email and said, this is really condescending. They said we when they meant you. And the emoticon felt sarcastic in this situation.

So what I generally recommend is be clear, be explicit, make sure to use your words, say, I'm really excited about this, or I'd like to talk to you about this so we can have a conversation on how I can help you make this even better. As opposed to just making assumptions because sarcasm or these emotions are sometimes lost in those situations.

So what I generally recommend is be clear, be explicit, make sure to use your words, say, I'm really excited about this, or I'd like to talk to you about this so we can have a conversation on how I can help you make this even better. As opposed to just making assumptions because sarcasm or these emotions are sometimes lost in those situations.

So what I generally recommend is be clear, be explicit, make sure to use your words, say, I'm really excited about this, or I'd like to talk to you about this so we can have a conversation on how I can help you make this even better. As opposed to just making assumptions because sarcasm or these emotions are sometimes lost in those situations.

The second thing is for leaders, it's better to, if you're going to err on the side of over or under communication, it's better to err on the side of over communication. So while it's ideal, if you could get the exact right amount of communication, it's hard to tell that in any situation.

The second thing is for leaders, it's better to, if you're going to err on the side of over or under communication, it's better to err on the side of over communication. So while it's ideal, if you could get the exact right amount of communication, it's hard to tell that in any situation.

The second thing is for leaders, it's better to, if you're going to err on the side of over or under communication, it's better to err on the side of over communication. So while it's ideal, if you could get the exact right amount of communication, it's hard to tell that in any situation.

And what a number of studies have shown is that leaders who under communicate are rated as significantly worse than leaders who over communicate. And you can think about this from the perspective of someone who's waiting on an email. But just say you send your boss a message saying, updating them on something, and you don't have any questions. in the message, so it doesn't need a response.

And what a number of studies have shown is that leaders who under communicate are rated as significantly worse than leaders who over communicate. And you can think about this from the perspective of someone who's waiting on an email. But just say you send your boss a message saying, updating them on something, and you don't have any questions. in the message, so it doesn't need a response.

And what a number of studies have shown is that leaders who under communicate are rated as significantly worse than leaders who over communicate. And you can think about this from the perspective of someone who's waiting on an email. But just say you send your boss a message saying, updating them on something, and you don't have any questions. in the message, so it doesn't need a response.

The problem if a manager doesn't respond to that is that you're left wondering, did they read this? Are they ignoring me? Are they unhappy? Whereas just sending a quick, thanks, this looks great, I appreciate it, removes all of that ambiguity. You want to do two things. Be really explicit in your communication.

The problem if a manager doesn't respond to that is that you're left wondering, did they read this? Are they ignoring me? Are they unhappy? Whereas just sending a quick, thanks, this looks great, I appreciate it, removes all of that ambiguity. You want to do two things. Be really explicit in your communication.

The problem if a manager doesn't respond to that is that you're left wondering, did they read this? Are they ignoring me? Are they unhappy? Whereas just sending a quick, thanks, this looks great, I appreciate it, removes all of that ambiguity. You want to do two things. Be really explicit in your communication.

And then if you're going to err on one side of under over-communicate, it's better to lean on the side of over-communicating because it shows you're present. It shows you're listening. It shows you're engaged as opposed to just assuming that, well, the other person knows they got the email, so they must know I read it.

And then if you're going to err on one side of under over-communicate, it's better to lean on the side of over-communicating because it shows you're present. It shows you're listening. It shows you're engaged as opposed to just assuming that, well, the other person knows they got the email, so they must know I read it.

And then if you're going to err on one side of under over-communicate, it's better to lean on the side of over-communicating because it shows you're present. It shows you're listening. It shows you're engaged as opposed to just assuming that, well, the other person knows they got the email, so they must know I read it.