Dragons' Den contender: how managers can achieve effective communication

In this guest blog, Dragons’ Den contender and award-winning entrepreneur Claire Brumby shares the essential steps to effective communication in the workplace.

From difficult conversations to navigating emotional intelligence – we’ve got you covered. Claire understands the impact of communication, working relationships and how this can help shape an SME for success.

---

Communication is the foundation for how we interact in our workplaces and in our lives. Communication is happening all the time, both in business and personal life, constantly shaping our interactions and outcomes.

That’s one of the reasons I’m so passionate about communication. The better and more refined we can become at speaking, listening, and engaging in communication, the greater success we can achieve, particularly as leaders and managers.

That’s why I’m sharing my insights, to help you enhance and develop what you’re probably already doing in the workplace – but along with how you can become more impactful, with the tools you need to get there.

Skip to:

• Let's begin with difficult conversations
• The importance of effective communication
• Managing negative mindsets
• Embracing constructive feedback
• Understanding different communication styles
• Storytelling in communication: inspiring action and connection
• Overcoming barriers to understanding
• Putting it into motion

 

Let’s begin with difficult conversations

When it comes to workplace dynamics, conversations can be challenging - usually because of a lack of effective communication from the outset.

During a webinar I joined Breathe for as a speaker, we ran a poll to ask, ‘What conversations do you find difficult in the workplace?’

From the poll, 65% of the audience said that they find dealing with personality clashes in their team difficult, whilst 41% answered saying they have difficulty saying no to their line manager or colleagues and 35% said they find disagreeing with their manager a difficult conversation.

 

 

When you have a personality clash, it’s often because the communication isn’t there from the start – but you can create conversation on how people communicate and shape the habits of your people, and this can really help.

An aggressive communication style can sometimes escalate conflicts and make situations feel more hostile or authoritarian, while an assertive communication style can help resolve issues by promoting clarity and mutual respect.

People can also easily overestimate and underestimate conversations. Sometimes we overestimate conversations and stress out about what the outcome could be, letting things fester.

An aggressive communicator may be perceived as hostile or domineering, which can make these conversations even more difficult, whereas an assertive communicator is more likely to foster understanding and positive outcomes.

Then we can also underestimate it, by simply speaking our minds and not considering the person we’re conversing with.

When thinking about different personalities, it can also sometimes feel like a personal and emotional attack - after all, we’re only human. This can often be where clashes come into play. Two people not getting along can be a real challenge.

But by implementing effective communication as a standard, these things can be overcome.

So, consider why two people aren’t getting along in the workplace. What’s the outcome you want to get to? Working out the root problem will help you find the solution. Speak to the people involved to understand what’s going on and talk to them about the effect or impact this can have on the business, team morale and individuals.

Remember, it’s about bringing it back to respect and respecting others (no matter what your/their differences are). Tough conversations are essential for people to be able to move forward and carry on delivering great work.

It’s important to consider that you can deliver ‘bad news’ or ‘bad feedback’, if it’s factual, respectful and you're taking into account the person’s feelings – after all, this is your role as a manager.

 

 

The importance of effective communication

One of my favourite quotes is from George Bernard Shaw:

“The single biggest problem in communication is the illusion that has taken place.”

This comes down to people not saying what they want to say or avoiding that uncomfortable conversation, which is only difficult in our mind. That’s what creates the illusion, where we think a conversation has taken place.

But has it taken place with the clarity required? Has it been delivered in the way we expected? Learning how to communicate effectively is essential to avoid misunderstandings and ensure your message is truly understood.

 

 

Don’t fall into the trap of thinking the message has been delivered as you’ve expected it to. It’s a good idea to review and think about whether a tricky conversation happened the way you planned it to. You’ll learn a lot from yourself, as well as from asking your team to reflect and work like this too.

An effective communicator uses feedback to improve their knowledge and approach, leading to better outcomes in future interactions.

The impact on communication with team dynamics can be good and bad. If there isn’t clarity or a joint mission of where you’re going, then there will be differences in the team. Align your goals first. Sharing ideas and knowledge within the team helps achieve clarity and unity, making communication more effective for everyone involved.

 

Managing negative mindsets

I like to think about Patrick Lencioni’s 5 key behaviours every team needs to succeed: trust, conflict, commitment, accountability and results.

Having effective and meaningful conversations means you need all these elements as a base. If you know someone is going to be negative towards a challenging conversation, you probably need to be working on trust.

Bring it back to basics and consider your foundations as a manager and have these as your fundamentals, to help understand your team members and for them to understand you.

Some people who are more negative are usually more resistant to change because they’re scared of it, so this can cause them concern that manifests itself in different ways. Most people don’t come to work being negative, something has probably happened to make them feel this way.

It’s important to talk through any worries or troubles a task is bringing to an individual and listen, so you can figure out how to get to the bottom of the issue.

By engaging in open dialogue and actively listening to employees’ concerns, managers can alleviate any apprehensions and support productive discussions.

Managers can further engage their teams by fostering social skills and encouraging collaborative problem-solving, which helps build trust and strengthen team relationships.

 

 

Embracing constructive feedback

It’s probably not too much of a surprise that when the Harvard Business Review published surveys focusing on development, this shared that 44% of managers believe giving development feedback is stressful and difficult.

What can you do to overcome this fear feeling? Think about reframing feedback as constructive feedback, rather than negative – usually it’s our mind that makes us feel like we’re delivering something negative. This way of working can help foster growth and development.

 

 

Normalising feedback, both positive and constructive, establishes a culture of continuous improvement. Constructive feedback supports better decision-making skills by providing clarity and direction, and helps boost self-esteem by reinforcing strengths and areas for growth.

The thing with feedback is that everyone needs to start normalising it more. Positive feedback helps us pave the way for those more challenging feedback sessions.

As a great manager and a great leader, don’t just jump in and deliver feedback when you need to get someone back on track – it’s also about how we share different types of feedback. By showing vulnerability and transparency as a leader, you can build a foundation and respect, which can help you to deliver the more difficult feedback as a manager.

Remember – feedback is observational, factual, timely and constructive, otherwise it’s just your opinion of something that’s not going to progress your discussions, your talent, you as a manager, your team or organisation.

 

 

Encourage your teams to share feedback both ways, it needs to work up and down within an organisation. Encouraging reciprocal feedback within teams promotes a culture of open communication and mutual support.

Here are some practical tips for managers to give and receive feedback effectively: be specific and timely, focus on behaviors rather than personalities, encourage open dialogue, and actively listen to team members.

 

Understanding different communication styles

Active listening - a foundational skill

A good thing to keep in mind is reverse engineering when it comes to active listening. Think about how you feel when you’re not being heard – it feels rubbish, right?

For example, asking “Are you alright?” could be received as very surface level, likely to be replied to with something like “Yeah, fine”. But, as managers, we need to ask our people meaningful questions about how they find their role and really get to know them.

In these instances, you’ll hear things that you may not have picked up before. You’ll hear things through language, tone and see things through nonverbal communication, in the way of body language.

Here's the thing about communication skills: what you don't say can be just as powerful as the words you choose.

Nonverbal cues (think body language, facial expressions, and eye contact) often speak volumes in conversations, especially when you're navigating those tricky, difficult discussions. Positive body language, like maintaining steady eye contact, nodding in agreement, and keeping an open posture, can help you come across as approachable and confident.

These nonverbal signals show that you're engaged and actively listening, which is essential for building trust and rapport with your team.

On the flip side, negative body language (crossed arms, avoiding eye contact, or fidgeting) can unintentionally communicate disinterest or defensiveness. Being aware of these nonverbal cues, both in yourself and others, is a critical skill for managers who want to improve their communication and connect more effectively with their teams.

For example, if you notice a team member leaning in and making eye contact, it's a good sign they're interested and engaged in the conversation. But if someone's looking away or has closed-off body language, it might be time to check in and see how they're feeling.

By tuning into these nonverbal signals, you can respond more empathetically and ensure your message lands as intended. Practicing active listening means hearing words and observing the emotions and attitudes behind them.

This awareness can help you navigate difficult conversations more effectively and strengthen your overall communication skills. It's all about creating that positive, supportive environment where everyone feels heard and understood.

Clear and concise messaging

Effective communication is key to avoiding misunderstandings. To make sure your message is clear, ask questions like, “Do you understand what I’m saying?” or “Can I just make sure this is coming across right?” This shows you care about clear communication and are open to feedback. Remember to listen actively and respond thoughtfully, your goal is mutual understanding.

Think about your tone of voice and how you paraphrase too. Keep your tone friendly and non-confrontational to make your questions feel genuine rather than critical. Try summarising what the other person has said, like, “So, what I’m hearing is that you’re concerned about the project timeline, right?” This shows you’re listening and gives a chance for clarification and can help improve the conversation.

Clear and concise messaging is just as important in writing, whether it’s emails, reports, or texts. Strong business writing skills and the ability to write clearly are essential for effective professional communication and contribute to the overall success of the organisation.

But for the trickier conversations and sensitive topics, it’s best to discuss them in person, over the phone, or via virtual meetings first. These direct conversations allow for immediate feedback and clarification, reducing the risk of misinterpretation that can happen with written words.

Empathy and emotional intelligence

Being openly empathetic makes people feel like you hear and understand them. This is what helps to build strong relationships and promote a supportive work environment.

By demonstrating empathy and emotional intelligence, managers can build trust and rapport with their teams. Developing the ability to understand others gives managers the power to build trust and succeed in their job. When managers and leaders embrace these qualities, this can build trust within their teams and encourage collaboration.

Managers can practice empathy and emotional intelligence by actively listening to their team members, showing genuine interest in their concerns and offering support when needed.

They should strive to understand different perspectives, acknowledge emotions, and respond with compassion. Through providing regular feedback and recognising individual contributions into the mix, and this can bring a sense of value and belonging to your people and team too.

 

Storytelling in communication: inspiring action and connection 

 

Overcoming barriers to understanding

Let's be honest, even the strongest communicators hit walls when they're trying to connect with others. One of the biggest roadblocks? Assuming everyone thinks and talks the way you do.

Here's the thing: each person brings their own unique communication style to the table, shaped by their experiences, emotions, and what works for them. That's why active listening is absolutely crucial - by asking the right clarifying questions and really tuning in to what the other person is saying (and feeling), you can dodge misunderstandings and build relationships that actually mean something.

Self-awareness is another game-changer when it comes to effective communication. Being mindful of your own emotions and catching yourself when you're getting defensive or jumping to conclusions gives you the power to pause and approach the conversation with a more open mindset.

For example, if you know a certain topic tends to wind you up, take a moment to breathe and focus on listening before you respond. This kind of emotional intelligence helps you navigate tricky conversations and conflicts with more empathy and understanding - and trust me, it makes all the difference.

By developing these skills, you can break through common communication barriers, level up your communication game, and build stronger interpersonal relationships - whether you're tackling a workplace challenge or building trust with a colleague.

 

Putting it into motion

If there’s ever a crisis, you want to implement a way of working or something needs to change within your team or business – by bringing together the above strategies and tactics, you’ll already have buy-in if you use the skills in your management.

Having a clear communication strategy and making an effort to stay focused during important conversations will help ensure your message is understood and your team remains engaged.

Effective communication builds trust, boosts teamwork, and promotes a culture of ongoing improvement. When managers focus on good communication skills, they can handle tough conversations, motivate their teams, and lead the organisation to success.

Remember that you’re working with people, so make time to work on your people skills and make time for them too. Talking openly with your team helps maintain strong relationships and encourages a positive work environment.

 

 

FAQs

Q: Why is effective communication important in the workplace?

A: Effective communication builds trust, strengthens relationships, and ensures everyone is aligned toward the same goals. It helps prevent misunderstandings, improves collaboration, and creates a positive, productive culture - especially within growing SMEs where teamwork is key.

Q: What makes a conversation at work “difficult”?

A: Workplace conversations can feel difficult when there’s a clash of personalities, unclear expectations, or emotional tension. Often, these challenges come down to poor communication from the start. Setting clear intentions, being respectful, and using an assertive (not aggressive) communication style can make these discussions more productive.

Q: How can managers handle personality clashes in their teams?

A: Start by understanding the root cause of the disagreement. Encourage open dialogue between the people involved and remind everyone of shared goals and respect. Address issues early before they escalate and set clear standards for how your team communicates and collaborates.

Q: What’s the difference between aggressive and assertive communication?

A: Aggressive communication can feel controlling or confrontational, while assertive communication focuses on clarity, respect, and understanding. Assertive communicators express their thoughts confidently while still considering others’ perspectives - a vital skill for effective managers.

Q: How can managers deal with negative mindsets in their team?

A: Negative attitudes often stem from fear, frustration, or lack of trust. Revisit the foundations - trust, commitment, and accountability and create space for open, honest conversations. Listening to concerns and offering support helps shift the mindset and rebuild confidence.

Q: How should feedback be given effectively?

A: Feedback should always be specific, factual, and timely. Focus on behaviours rather than personalities, and make feedback part of your everyday culture - not just when something goes wrong. Encourage two-way feedback so employees feel heard, valued, and motivated to grow.

Q: How does emotional intelligence impact workplace communication?

A: Emotional intelligence helps managers understand their team’s emotions and respond with empathy. When leaders demonstrate this, they build trust, strengthen team morale, and create a safe environment where people feel comfortable sharing ideas and feedback.

Q: What role does body language play in communication?

A: Nonverbal cues - like eye contact, facial expressions, and body posture - are just as powerful as words. Positive body language shows engagement and empathy, while defensive gestures (like crossed arms or avoiding eye contact) can create barriers to understanding.

Q: How can I make sure my message is clear?

A: Be concise, avoid jargon, and check for understanding. Ask questions such as, “Does that make sense?” or “Would you like me to clarify anything?” Clear communication comes from mutual understanding, not just delivering information.

Q: What are the biggest barriers to effective communication?

A: Common barriers include assumptions, emotional reactions, unclear messaging, and lack of listening. Overcoming these starts with self-awareness, active listening, and empathy - being present in the conversation rather than just waiting to respond.

Q: How can managers put these communication strategies into practice?

A: Integrate communication into your daily management habits:

• Encourage open dialogue and regular check-ins.

• Normalise constructive feedback.

• Model empathy and active listening.

• Align your team on shared goals and values.

By making communication a continuous focus, you’ll foster stronger relationships, higher engagement, and better results across your business.