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7 Common Roadblocks to Clear Communication

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Last night, I had one of my weaker moments of recent memory. I was at dinner with one of the dearest friends I have, casually discussing ideas for our evening together. We exchanged playful banter with one another, taking shots at each other’s inconsistencies with planning and executing.

In what felt like out of nowhere, the conversation leveled-up from meaningless nonsense to abrupt authenticity. I chose to ignore what was best for the conversation’s resolve and blurt out what first came to mind in defense of myself. I reached low for this one — to the depths my own insecurity.

My comment centered around his newfound relationship, that of which he was extremely excited about and invested in. My first attempt to retract my statement was to no avail. I stated that I felt attacked in that moment and that what I said was the only place I felt I could reach to silence anything further. But that wasn’t it.

The reality was my comment came from a much nastier, yet far more relatable place. Where it really came from was my jealousy of his newfound relationship, and my continuation of navigating life without a special person to share it with. I attacked my friend with the very thing I wanted most for myself.

Furthermore, I met his acknowledgement of my inconsistencies with aggression, as it’s clearly an area I’ve refused to confront for quite some time. Sometimes what shows up in the heat of the moment is more about short-term survival than long-term connection. It’s important that we remain grounded in our understanding that what our minds cook up and serve us isn’t always meant to eat.

Here are seven common linguistic patterns blocking us from the fulfilling relationships we always dreamed of:

1. Mind-Reading

There’s arguably no better way to make someone feel limited in their existence as attempting to predict what they’re going to say. One of the most precious gifts in life for human beings is a distinct voice. If I choose to cut it down by robbing them of their expression, I’m effectively taking away both of our voices in the process. If I’m being a truly uplifting friend or partner, I’m listening to them as who they could be and not who the past says that they are.

2. Labeling

Name-calling was once relegated to elementary school bickering, but it’s appalling to see how often it takes place among adults — especially those that care for each other. Labels are defined constructs of language, meaning there is a ceiling on the person they can become when I assign said label.

Moreover, the rapidness in which I want to label is startling — one correlated instance and I’m already inclined to box others in. By calling someone a name, I’m communicating that I’m not willing to put in the effort to understand their unique situation. I’m all for being lazy every now and again, but not at the expense of others.

3. Generalizing

The sister to labeling, generalizing is equally as lazy and equally as diminishing. Just because a person’s behavior repeats itself, it does not mean it’s “always” or “never” going to be a certain way.

By believing this to be true, I not only drive a wedge in my communication with others but the way in which I communicate with myself. I slowly depreciate my sense of curiosity and wonder by assuming that what’s so will always or never be — leaving very little reason to put forth any additional effort.

When I generalize, I check out from life. I throw my mind into neutral and look for what else may be wrong. I must keep my foot on the gas and look — really look — at what may be beneath the surface-level explanation I so desperately want to run with.

“All generalizations are false, including this one.” – Mark Twain

4. Jumping to Conclusions

Actions produce outcomes. We have thoughts about outcomes and feelings about thoughts, but we cannot think or feel an outcome in our external reality. Rather that succumbing to our thoughts and feelings about the events that unfold in our lives, we can take action to gain a firmer grasp on what was being communicated or the meaning behind what transpired.

5. Moralizing

Everyone has had a friend that can not control their temptation to advise what you should or shouldn’t be doing. And odds are, that person didn’t stay your friend for very long. Telling people what they need to do or how to live their life when the advice is unsolicited is a quick way to alienate your closest confidants.

If you really want to give advice that badly, you won’t be asked for it without being a supreme listener. Earn your platform to provide insight by lending both ears, as opposed to steamrolling the conversation with your mouth.

6. Re-directing

I used to have a nasty habit of calling people I care about to share something going on with me by means of asking about them first. I felt uncomfortable simply sharing outright what I wanted to and decided I would ask about them prior to, knowing I had little to no interest in that moment about anything but my issue I wanted to work through.

People can sense this immediately and it doesn’t make for a very empowering experience for either party, often resulting in a breakdown instead of a breakthrough. If I have something I want to confront in my life with another person, I ask them upfront if they would be willing to listen and work through it with me. Giving people a choice results in everything we want from our feeble attempts at manipulation.

“There is only one you for all time. Fearlessly be yourself.” – Anthony Rapp

7. Lying

My word is all I have. If I lose my word, I lose my ability to create something — anything — with another human being. The short-term resolve, satisfaction or avoidance is not worth it. Tell the truth. And I don’t mean “real talk” — essentially complaining disguised as truth. I mean the authentic truth — the one about where I’m imperfect and I’m pretending not to be. That one gets me much further with the people in my life.

This also includes the friend of mine I referenced earlier. Once I shared with him the source of my comment, I was met with compassion and respect. This wouldn’t have been possible had I not stepped outside of the temptation to leverage one of the aforementioned roadblocks. They may seem like an easy way to transition in the moment, but the cost of a meaningful and lasting connection is far too severe a price to pay.

Which of these seven roadblocks do you run into most frequently?  Let us know your plan to get around it in the comments below!

Dan Whalen is a franchise operator with College Hunks Hauling Junk & Moving, personal development writer, and NLP master practitioner. He has a background in business management and team leadership spanning nearly a decade, and has a deeply-rooted passion for helping people experience fulfilling lives. You can find him on Twitter at @DanielJWhalen.

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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”

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Why This Gap Exists

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What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.

Tools and Techniques to Bridge the Gap

Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.

1. Practice Mutual Empathy

Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.

2. Maintain Professional Boundaries

Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.

3. Follow the Golden Rule

Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.

4. Avoid Micromanagement

Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.

5. Empower Employees to Grow

Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.

6. Communicate in All Directions

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7. Overcome Insecurities

Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.

8. Invest in Coaching and Mentorship

True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.

9. Eliminate Favoritism

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10. Recognize Efforts Promptly

Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.

11. Conduct Thoughtful Exit Interviews

When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.

12. Provide Leadership Development

Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.

13. Adopt Soft Leadership Principles

Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.

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Mercer’s global research highlights five key priorities for organizations:

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  • Design compelling career paths

  • Simplify HR processes

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Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.

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