Why ‘Clear’ Conversations Fail: Leanne Bridges on Managerial Misunderstandings

In a recent LinkedIn post, Leanne Bridges discusses a common pitfall in managerial communication: the gap between perceived clarity and actionable understanding. Bridges highlights how even when conversations seem straightforward to leaders, the intended outcomes often fail to materialize due to underlying issues in how instructions are conveyed and received.

Bridges begins by addressing the frequent excuses managers receive when tasks aren’t completed as expected. She notes that the common refrain, “I started it but something urgent needed doing,” or “I wasn’t sure exactly what you meant,” points to a deeper communication breakdown.

“We agreed this last week. Why hasn’t it happened?” The answer is usually something close to: “I started it but something urgent needed doing.”

The Illusion of Clarity

According to Bridges, the core of the problem lies in the assumption that mutual understanding is automatically achieved once a conversation concludes. She explains that what seems “clear enough to actually get done” is often distinct from what was merely “understood” at a surface level.

Bridges uses the example of improving a risk assessment process. She argues that while a manager might state, “We need to improve the risk assessment process,” the manager’s internal vision of “improved” may differ significantly from their team member’s interpretation. This divergence, she points out, is a frequent occurrence in businesses she observes.

Beyond Specificity: The Conversation Itself

Leanne Bridges contends that this issue is rarely about a lack of specificity alone. Instead, she emphasizes that the problem is rooted in the very nature of the conversation. “The problem is in how the conversation happens. That’s why things don’t get done. Not because people don’t care or don’t listen. Because something about the conversation itself isn’t working,” Bridges writes.

“And most of the time, neither the MD nor the team knows what it is. Because from both sides, it seemed clear at the time.”

In Bridges’ view, both the manager and the team member often walk away from these conversations believing a clear directive has been given and understood. This shared, yet potentially flawed, perception prevents either party from identifying the communication gap in real-time.

Identifying and Addressing Communication Gaps

Bridges suggests that the solution isn’t simply about being more detailed, but about understanding the dynamics of the conversation itself. She implies that a lack of awareness regarding these dynamics leads to repeated cycles of missed expectations and ineffective task completion.

“But ‘understood’ and ‘clear enough to actually get done’ are two different things.”

The insights shared by Leanne Bridges underscore the critical need for managers to move beyond assuming comprehension and to actively ensure that instructions are not only heard but are also understood in the precise way intended, fostering a more productive and aligned work environment.

As Leanne Bridges concludes, the failure often lies not in intent or attention, but in the mechanics of the dialogue itself, leaving both parties unaware of the disconnect until the task remains incomplete.