Managerial communication is still too often approached as a relational tool: expressing oneself well, avoiding tensions, maintaining a good working atmosphere. This view is incomplete.

In a team, the manager's communication directly influences how work is understood, prioritized, and executed. When execution deteriorates, it is rarely due to a lack of motivation. More often than not, it stems from unclear messages, implicit expectations, or poorly formulated priorities. The goal, therefore, is not to "speak better." The goal is to create a shared understanding and then translate it into clear actions. Here are four simple rules, with ready-to-use phrases.

1. Clarify expectations to avoid misinterpretations 

The primary cause of poor execution is not the complexity of the issues, but rather a lack of clarity about what is actually expected. When expectations are not explicit, teams interpret them.

Saying what is expected and what is not expected

Many managerial messages remain implicit. A goal is mentioned without saying what constitutes proof that it has been achieved. General instructions are given without explaining what this means in practical terms. As a result, the team fills in the blanks.

This isn't a lack of attention, it's a normal mechanism. If the framework isn't in place, each person reconstructs the priority, the expected level of detail, and the "right format" based on their own benchmarks. And that's exactly how you end up with inconsistent deliverables, frustrating feedback, and time-consuming back-and-forth exchanges.

A concrete example: 

“We need a finalized proposal for tomorrow.” Some people submit a one-page memo, others a complete document. The manager then reframes the task, leaving the team feeling like they’ve worked “for nothing,” and next time, everyone hesitates before getting started.

To go further in formulating a clear request (without leaving any gray areas), you can also draw on the principles of Nonviolent Communication.

Transforming a request into actionable expectations

A clear message relies on systematic translation into concrete elements. You can structure almost any request around four simple guidelines:

• Deliverable: what you expect, in what format, with what level of detail
• Deadline: an explicit deadline (day + time)
• Success criteria: 2 to 4 elements that define a "good result"
• Autonomy: what can be decided without approval and what must be escalated

This structure reduces hesitation, secures operational execution, and limits unnecessary back-and-forth, because everyone is moving forward with the same definition of "good."

A ready-to-send draft:
“I am expecting a two-page memo by Thursday at 5 p.m., comparing three scenarios (advantages, risks, impact). You make a recommendation, and I will approve the final version.” 

2. Prioritize messages to avoid overload

Even with clear expectations, execution suffers when everything is presented as important. Prioritizing helps the team decide where to focus their time, attention, and energy.

Escaping the trap of "everything is urgent"

When messages pile up without any hierarchy:

• Teams hesitate ("What should we tackle first?")
• Decisions are slowing down (everyone is waiting for a signal)
• Energy is scattered (many tasks started, few completed)

Saying ten things of equal importance amounts to saying nothing clearly. Cognitive overload has a direct impact on operational performance: the team works in parallel, reactively, and loses quality.

A concrete example 

A manager sends "urgent" messages all day long (Slack, emails, reminders). The team starts everything at once, without ever finishing anything. The feeling of overload increases, deliverables are delayed, and results do not improve. When the manager switches to "1 priority for the day + 2 secondary priorities," decisions are made more quickly and work becomes more consistent again.

Explicitly state priorities each time you speak

Managerial communication can be divided into three levels:

• Priority now: what must move forward no matter what
• Next: what we launch once security is prioritized
• Can wait: what we postpone (and don't deal with "between")

By setting clear priorities, managers lighten the mental load on their teams, speed up decision-making, and strengthen alignment: everyone knows where to focus their energy, without having to constantly seek approval.

A concrete example 

On Monday mornings, a manager takes 10 minutes to set three clear priorities (1 "now," 2 "next") and what is put on hold. Decisions become faster, execution smoother, and coordination stronger, because everyone shares the same compass.

3. Adapt your communication to managerial situations

Effective communication does not rely on a single style. It must adapt to the challenges of communication and the managerial situation. This ability to adapt is also important because not everyone understands at the same pace or with the same reference points.

Set a goal before each speech 

In practice, a manager communicates primarily for four reasons, with four different expected outcomes:

• Announce a non-negotiable decision: what has been decided, what is expected, and by when.
• Setting the course: the direction, what matters, the benchmarks for making decisions.
• Reframing a discrepancy: the observed fact, the expected outcome, the correction, the follow-up point.
• Stabilize: what remains unchanged, the next steps, the date of the next update.

A concrete example

A manager announces a decision in a tone that is too "open": "We're going to try this, let me know what you think." The team understands that it is negotiable, debates it, and then feels frustrated when the decision is upheld. The problem is not the decision itself, but the discrepancy between the intention (to decide) and the form of the message (to be open).

Choosing the right channel and the right time

The more significant a message is, the clearer and more measured it needs to be. If it concerns the organization, priorities, or day-to-day operations, it is best to avoid sending a message in the heat of the moment. 

A simple guideline:

• Sensitive decision (organizational change, difficult arbitration, refocusing): discuss it in person (short meeting or one-on-one), then send a brief written summary to avoid misinterpretation.
• Team direction and priorities (where we are going, what is a priority, what we are putting on hold, how we make decisions): discuss this in person if it affects the team, then send a written summary that establishes a single reference version.
• Operational information (day-to-day coordination: who does what, by when, and according to what criteria): direct and structured writing.

A concrete example 

A manager announces a non-negotiable decision in a very motivating tone and using open-ended phrases (“we’re going to try,” “tell me what you think”). The team understands that it is debatable, discusses it, and then feels frustrated when the decision is upheld. The problem is not the decision itself, but the way it was communicated: the channel, timing, and level of clarity were not appropriate for the issue at stake.

4. Check understanding to turn messages into actions

Communication is not about informing. It is about achieving a shared understanding. A message may be clear in the manager's mind, but understood differently by the team, especially when several topics are discussed in succession.

Moving from a message that is broadcast to a message that is understood

Without verification, everyone remembers what seems most important to them. Discrepancies quickly arise: we think we are aligned until the deliverables diverge. Verifying understanding does not mean controlling. It creates a moment of alignment: rephrasing, asking a question, and clarifying the priority before everyone leaves.

Two simple questions to conclude

• “What is your priority after this point?”
• “What is the next action, and when is it due?”

A concrete example 

After a meeting, everyone leaves with a different interpretation of the priorities. The next time, the manager closes with a quick round: everyone restates their priority and next action, then a five-line written summary sets the reference version.

Establish short rituals to ensure execution

Clarity is not just about a "good message." It is about consistency over time. A simple, regular ritual avoids having to start from scratch every week and ensures smooth operational execution.

The effective format in just 10 minutes:

• 3 priorities for the week (what must be done no matter what)
• 2 decisions to be made (which are blocking progress and require arbitration)
• 1 risk to watch out for (which could derail execution)
• Then a five-line summary, which becomes the sole reference version.

This ritual also creates a useful feedback loop, focused on the actual progress of the work: what is moving forward, what is getting stuck, what needs to be adjusted. Above all, it reduces "parasitic" demands, because priorities are visible and stable.

A concrete example 

Every Monday, the team holds a 10-minute meeting. The manager makes two decisions, then sends a short summary to the team channel (the weekly reference). The result: fewer revalidations, fewer artificial emergencies, and more consistent execution.

Managerial communication is not an add-on to relationships. It drives execution. To make your messages clearer and more engaging, remember these four rules:

• clarify expectations ( deliverables, deadlines, criteria, autonomy),
• prioritize (Now, Next, Pause),
• adapt the approach to the situation (decide, guide, refocus, stabilize),
• Check comprehension (2 questions + short ritual).

When these rules become second nature, the team gains autonomy, decisions are made faster, and you spend less time revalidating, correcting, and putting out artificial fires.