I didn’t learn about communication from a textbook. I learned it on the floor of a busy bank branch. I’ve been the person receiving those ‘urgent’ daily messages that don’t actually explain what needs to be done.

I realised back then that if you want a team to do a great job, you have to make it easy for them to understand what’s changing and why.

Here’s how I tend to approach any project.

Most people at work are already busy enough. When a big change is coming, they don’t need a twenty-page PDF; they need to know what’s important. I take the complicated stuff and boil it down until it’s actually useful. If it doesn’t help someone do their job better, it probably doesn’t need to be sent.

Executives and front-line teams often speak different languages. I act as the bridge between the two. I take the high-level strategy and explain it in a way that makes sense to the person actually talking to the customers. When people understand the why, they’re usually much happier to get on board with the how.

Change can be stressful, especially in a place like banking where there’s a lot of regulation to worry about. I believe in being straight with people. No fluff, no jargon – just clear, honest communication that respects people’s time and intelligence.