Human Centred Leadership: Effective Communication
- Tracy Sharp
- Dec 22
- 3 min read
I once was interviewing a candidate for a design engineer role and I was really struggling. The candidate was trying to explain their final year project thesis and, from words alone, I couldn't follow.
Without thinking, they picked up a pencil and started drawing on a nearby notepad, and their dialogue immediately stopped. They needed to communicate visually in order to explain more clearly. Words for them was not enough.
A visual communicator. Just like me.
Most leaders assume moments like this are a clarity problem. That they didn’t explain it well enough, didn’t give enough detail, or need to repeat themselves more clearly next time.
In reality, it’s usually a communication mismatch.
This is the final blog in my trilogy on human-centred leadership, following stress language and appreciation language. Communication sits underneath both.
When it works, everything else flows. When it doesn’t, even well-intentioned leadership can fall apart.
The mistake most leaders make about communication
Most leaders focus on how they send information.
What gets missed is how people receive it.
In design thinking, engineering, and team leadership, communication isn’t about eloquence. It’s about how people process, interpret, and respond. Two people can hear the same words and walk away with entirely different meanings.
Over time, I’ve noticed four common communication styles that show up again and again at work.
You’ll often only notice these styles when they clash with your own.
Visual communicators
These people understand through seeing.
How it shows up
They ask for diagrams, sketches, or examples
Whiteboards, post-its, and visuals unlock understanding quickly
Abstract verbal explanations feel vague or incomplete
They often say “Can you show me?” rather than “Can you explain?”
Verbal communicators
These people think by talking.
How it shows up
They process ideas out loud
Their thinking becomes clearer mid-sentence
Silence can feel uncomfortable rather than reflective
They benefit from discussion, debate, and immediate feedback
In coaching, I often see clients who need a verbal “buffer” before clarity lands. Asking them to think quietly or respond in writing can shut down their best thinking.
Written communicators
These people need time and space to organise their thoughts.
How it shows up
They express themselves best in writing
They may appear quiet in meetings but send thoughtful follow-ups
Being put on the spot leads to hesitation or withdrawal
These are often the people whose insights arrive too late for fast-paced meetings, unless leaders deliberately create space for them.
Experiential / kinaesthetic communicators
These people understand by doing.
How it shows up
They grasp ideas once they’ve tried, tested, or built something
Talking about a concept feels abstract until it’s tangible
Prototypes, role-play, or real-world examples unlock clarity
This style is common in engineering and product teams, yet often undervalued in discussion-heavy environments.
Why your own communication style matters as a leader
My default communication style is visual and experiential. I understand systems when I can see them and work with them. Abstract discussion, especially during brainstorming, can feel slippery and frustrating and I always interpret the brief or project incorrectly.
Understanding this about myself has been essential, because a leader’s default quickly becomes the team norm.
This is where communication intersects with neurodivergence, inclusion, and psychological safety. When only one way of processing is legitimised, people adapt, mask, or disengage.
What leaders can do differently
This isn’t about fixing people’s communication styles. It’s about widening the space.
Mix how information and ideas are shared
Create multiple ways for people to contribute
Set simple house rules that support equity in discussions
Slow down early to create psychological safety
Pay attention to who is quiet, not just who is loud
There’s often a tension between efficiency and connection, or compliance and collaboration. You can move fast by forcing one communication style. You won’t build trust or innovation that way.
Why this matters for inclusive leadership
You can’t innovate if people don’t feel heard.
You can’t collaborate if only one style dominates.
And you can’t lead inclusively if clarity only works for people like you.
Communication isn’t a soft skill. It’s leadership infrastructure.
The next time communication breaks down, resist the urge to repeat yourself more clearly.
Instead, ask a different question.
Who am I speaking in a language that doesn’t quite belong to them?
That question alone can change how you listen, how you respond, and how people experience you as a leader.
If you’d like to explore this further, this blog builds on a podcast episode and the wider work I’ve been doing around stress, appreciation, and communication at work.
You’ll find links above if you want to go deeper, or I offer a low-cost 30 minute coaching session if this sparked something you’d like to unpack.
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