How You Communicate Matters
Back in 1964, communication theorist Marshall McLuhan famously declared, "the medium is the message," meaning that the way information gets delivered shapes its impact on the recipient just as powerfully as the words themselves.
Why does the medium matter? Two reasons.
First, meaning emerges from both the verbal and nonverbal components of a message – and not every medium conveys both equally well.
Second, communication carries both an informational and a relational dimension. When we communicate with others, we transmit both technical information ("Do we have a breakfast meeting tomorrow?") and a relational signal ("I consider you a friend"). Overlooking that relational dimension invites misunderstanding – or worse, hostility.
McLuhan developed this famous phrase in an era of radio, television, face-to-face interactions, and print. He had no way of anticipating the wide array of communication options available today.
Yet with all those options, too many people default to convenience rather than considering their message or their recipient. They lean too heavily on email when other media would serve them far better.
When should you choose email, text, phone, chat, or in-person conversation – the most common professional communication channels? Starting with the most personal and working toward the least:
In-person communication delivers the richest exchange. It conveys verbal and nonverbal signals most fully because fewer technical barriers interrupt your meaning. Prioritize in-person communication for first meetings, relationship-building, difficult conversations, and strategic discussions. If you can walk across the office to talk with someone, do it. It will build a relationship with your coworkers and show them you care.
Virtual platforms offer a strong second option. Tools like Zoom, Teams, or Google Meet come close to the richness of in-person communication. Use them when time or distance makes face-to-face meetings impractical and the goals of relationship-building, nuanced discussion, or strategy remain the same.
The telephone works well for discussions and problem-solving. Without visual cues, the phone works best with people you already know to some degree or when you need to work through something together. A good rule of thumb: if your draft email runs longer than 1 screen, pick up the phone instead. The back-and-forth of a phone call typically leads to faster resolution and allows both parties to confirm mutual understanding. For sensitive topics or bad news, always call.
Email works for information sharing — not conversation. Email transmits no nonverbal signals, giving it an extraordinarily high rate of miscommunication and misunderstanding. Reserve email for introductions, people with whom you already have a relationship, reaching a large number of people quickly, or quickly sharing information. A 2026 review by Readless found the average knowledge worker receives 100-120 or more emails per day. At that volume, careful reading becomes unlikely. Keep email messages simple and directive. If your message runs longer than 1 screen, call.
Chat and text suit only the closest working relationships or when you need an immediate answer. Reserve them for people who have given you permission to reach them this way and keep messages short and direct. For example, our office uses chat to announce a grant opportunity or coordinate a lunch order, not to resolve a misunderstanding or share sensitive information. We will text clients or each other as deadlines loom and we need a quick answer.
Take an honest look at your communication patterns. Do misunderstandings seem to follow you? If so, examine not just what you say but how you send it. A phone call or a cup of coffee may do more to strengthen a relationship and reduce friction than any perfectly worded email ever could.
What communication habit will you change first?
