We often remind supervisors that what they say and do matters. University supervisors are called upon to set goals, drive priorities, share direction, and coach their teams. What connects all of these responsibilities is a set of communication skills that make leadership effective. Listening, giving feedback, sharing information, providing context, managing emotions are all crucial skills for effective communication and are all essential parts of how managers lead.
Faculty and staff consistently say they turn first to their direct supervisor or department head for clarity on priorities, changes, and direction. When managers don’t communicate intentionally, it creates an "information vacuum: one quickly filled by rumors, confusion, and uncertainty. The result? A breakdown in trust and engagement. This month’s article explores three essential elements of effective communication and shares practical, everyday tips managers can use to strengthen their impact.
Information: Make the What, How, and Why Clear
Information is essential for aligning teams around shared goals and ensuring that everyone understands the work ahead. This is especially true in complex University environments where people often juggle multiple priorities and reporting lines. But information without clarity can lead to overload, confusion, and wasted effort. Supervisors need to ensure that the what, how, and why are understood.
Another important aspect is tailoring your message to your audience. A senior leader might benefit from a concise summary; your direct reports, on the other hand, may need more context, details, and opportunities to respond. Effective communicators adjust tone, detail, and delivery for each audience to ensure information is both received and understood.
Context and Meaning: Help Others Make Sense
“I spent all morning drafting that email, and they still didn’t get it.”
“We had a meeting about this last week. Why are we still having the same conversation?”
These moments are familiar to most managers. Often, the issue isn’t the information itself, it’s that people need help making sense of it. Leaders are not just transmitters of information; they are interpreters of meaning.
When sharing new information, start by setting the stage. Use phrases like:
- “Here’s why this matters…”
- “Here’s what prompted this change…”
This kind of framing helps people understand the why before the what, giving them a mental map that makes the details easier to absorb and act upon.
Communication is not a single act, it’s an ongoing practice of sharing information, helping others make sense of it, listening deeply, and managing emotions with authenticity. When done well, it strengthens engagement, trust, and connection across the University.
