Good Work Depends on How You Work With People
One thing I’ve learned over the years is that the work is rarely just about the work.
You can have a solid project plan, a good design, and clear objectives—and still struggle if the communication isn’t working.
People have different styles.
Some want the full context before they make a decision.
Some want the headline and the next step.
Some think out loud.
Some need time to process before they respond.
Some want frequent updates.
Others are perfectly happy not hearing from you until there’s something they need to know.
None of those styles are necessarily right or wrong. They’re just different.
And part of working well with people is learning how to meet them where they are.
I pay attention to that pretty quickly when I join a project.
How does this person like to communicate?
Do they prefer email, chat, meetings, or comments in the document?
Do they want options, or do they want a recommendation?
Do they like to review things early, or would they rather see something more complete?
A lot of friction can be avoided just by adjusting how information is shared.
Clear communication is not one-size-fits-all
I don’t believe everyone needs the same level of detail.
A project sponsor may only need to know whether the work is on track, where a decision is needed, and whether there are any risks.
A subject matter expert may need to see the actual content and understand exactly what feedback is being requested.
A project manager may care more about dates, dependencies, and approvals.
Same project. Different information.
Good communication is knowing what each person needs and not making them dig for it.
Personalities show up when the pressure does
Deadlines have a way of bringing out everyone’s communication style.
That’s usually when differences become more noticeable.
One person may become more direct.
Another may ask more questions.
Someone else may go quiet because they’re overwhelmed.
I try not to take those things personally.
Instead, I focus on keeping the work clear.
What needs to happen next, who owns it, what decision is holding us up, what can I keep moving without waiting?
That helps keep small communication issues from becoming larger project issues.
You also have to know when to flex
I have my own communication preferences, just like everyone else.
But when I’m working with a client or an internal team, the goal isn’t to get everyone to communicate the way I do.
The goal is to make collaboration easier.
Sometimes that means being more concise, providing more context, picking up the phone instead of sending another email, or giving someone space to think before expecting an answer.
Being flexible can go a long way.
Especially when you’re working across different functions, cultures, time zones, seniority levels, and personalities.
The relationship affects the work
People are more likely to ask questions when they feel comfortable doing so.
They’re more likely to give useful feedback when they trust that it will be heard.
They’re more likely to raise a concern early if they don’t think they’ll be dismissed.
That makes the work better. It also makes the work easier.
For me, strong communication is less about being polished and more about being clear, responsive, and aware of the person on the other side of the conversation.
You don’t have to communicate exactly the same way with everyone.
You just have to communicate in a way that helps the work move forward.
And sometimes, that means adjusting your style before asking someone else to adjust theirs.
