Say More. Speak Less: How Leaders Communicate With Brevity

The seven most dreaded words in a meeting may be, “Today we are here to talk about…” because you already know what usually comes next: a long explanation, too many details and a PowerPoint deck that makes you wonder when you'll get to the point.

We've all experienced it. We may also be guilty of doing it.

When leaders have a lot of knowledge, they often believe sharing more of it will make them sound prepared, credible and convincing. Instead, too much information can bury the point their listeners actually need to hear.

Brevity isn't about saying less simply for the sake of being short. It's about removing everything that makes your most important message harder to understand.

That's how you say more while speaking less.

Why Does Brevity Matter in Leadership Communication?

Your listeners are already processing emails, meetings, messages, deadlines and competing priorities. When you add unnecessary information, you make them work harder to determine what matters.

Research on corporate communication has examined how information overload can exceed people's capacity to process messages, making it more difficult for important information to be heard and retained. The research also points to the value of direct language and breaking complicated subjects into understandable components.

That doesn't mean every message needs to be short. Some topics require explanation and context. The goal is to make your message as long as necessary and as clear as possible.

Even American Psychological Association communication guidance makes an important distinction: effective communication should be brief and complete. Leave out unnecessary information without leaving out what your listener needs to understand.

Here's where I'd start.

Get to the Point Before You Explain It

Imagine someone asks, “What do you recommend?”

You respond by explaining the background, what happened last quarter, three options you considered, what two other people think and why this decision has been difficult. Five minutes later, your listener is still waiting for your recommendation.

Reverse the order.

Try: “I recommend we delay the launch two weeks because we have one significant customer issue to resolve.”

Now your listener knows the point. You can provide additional context based on what they need.

Before your next meeting, presentation or important conversation, ask yourself: If my listener remembers only one thing, what does it need to be?

Start there.

Think About What You Want Them to Feel

Facts matter, but information alone doesn't always make a message memorable. This is one idea from the original version of this article that I don't want you to lose.

Before you communicate, think about what you want your listeners to know, feel and do.

If you're announcing an organizational change, you may need employees to know what's changing, feel confident that leadership has a plan and understand what they need to do next. If you're speaking with a client, you may need them to understand your recommendation, feel confident in your expertise and make a decision.

Once you know the outcome, it's easier to decide what belongs in the message—and what doesn't.

Use Stories When They Make the Point Clearer

A story, analogy or example can make an idea easier to understand and remember. The key is making sure the story supports the message rather than becoming another five-minute detour.

Think about the stories you remember from great communicators. Usually, they're not complicated. They're relevant. They create a mental picture and make the point easier to understand.

Research on communication efficiency also suggests an important nuance: additional information isn't always wasteful. In the right context, seemingly redundant information can actually help listeners understand what the speaker means. The question isn't simply, “Can I make this shorter?” It's, “Does this information help my listener understand?” Research published in Scientific Reports found that effective communicators can adjust the amount of information they provide based on whether the additional detail helps the listener.

That's a much better standard than counting words.

Stop When You've Made the Point

This is where many of us get into trouble. We make the point, see our listeners nod—and keep talking.

We give another example. We repeat the conclusion. We explain why we believe it. Then we say the same thing differently because silence makes us uncomfortable.

Stop.

Give your listener an opportunity to think, respond or ask a question. If they need more information, they'll tell you.

This becomes especially important during Q&A. As I explain in 5 Ways to Bomb During Q&A, long-winded answers can confuse listeners rather than demonstrate expertise.

Practice Saying More With Less

Before your next important interaction, identify your main point and say it out loud. Then ask yourself what you can remove without weakening the meaning. Listen for unnecessary background, repeated ideas and details your listener hasn't asked for.

Don't eliminate information simply to make yourself sound concise. Eliminate what gets in the way of clarity.

Your listeners shouldn't have to dig through everything you know to discover what matters to them.

Get to the point. Give them what they need. Create an experience they'll remember. Then give them room to respond.

That's how you say more while speaking less.

If your leaders know their business but struggle to make their message clear, concise and actionable, check out our leadership communication workshops. We help leaders practice organizing their thoughts, strengthening message delivery and communicating in a way that moves listeners to action Monday to Monday®.