“We need to improve communication.” It’s a refrain we hear constantly, from large to even small organizations.  But what does that really mean? Too often, the problem isn’t the message itself – it’s the lack of a clear framework for how communication should actually happen.

Consider this example: a small company led by a very skilled CEO who is sometimes known as “man of few words.”  Though very capable, this leader sometimes fails to communicate essential messages even one-on-one, let alone with the broader organization. So, when the organization experienced a serious setback, the news didn’t come from leadership. Instead, it trickled through the company via rumors and speculation at the proverbial water cooler.

This scenario is more common than many realize. While being reserved isn’t a flaw, the failure to communicate – especially in moments that affect the organization – can have real consequences. When employees are left to fill in the blanks, trust erodes, anxiety rises, and the sense of shared purpose weakens. In short, withholding needed information, intentionally or not, is both irresponsible and disrespectful to the entire company. And it’s just bad business.

Here’s another classic scenario: A critical update is shared at the executive level and is supposed to be passed all the way down. The message typically gets to the VPs, maybe reaches directors, and then it often stalls. The intention was for the whole organization to hear it, but it never got there.

We have found that improving communication starts with getting specific and deliberate about the process.

To minimize these breakdowns, we encourage leaders to answer some key questions every time a message needs to be shared:

1. What is the message that needs to be delivered?
2. Who, specifically, is the audience?
3. Why is this message important for this audience?
4. What might be the impact of the message on them?
5. Who is responsible for delivering the message?
6. Does the messenger know how to deliver it – especially if it’s difficult?
7. How, exactly, should it be delivered? (Note: The more important the message, the more it calls for being delivered in-person.)
8. When should it be delivered?
9. Who is going to follow up to ensure that it is delivered?

Sometimes, just clarifying the key elements of the message can unjam the bottleneck.

Communication isn’t just about sending a message – it’s about being very specific regarding the entire process behind it. Clarity and deliberation in the planning phase of a communication can go a long way in ensuring that information gets to the right people, at the right place, at the right time.