Improve your communication skills: 5 common phrases that may be holding you back

Words shape perception.

As a communication coach, I often remind clients that the phrases we use repeatedly can either strengthen relationships or quietly undermine them.

Many expressions have become so common in workplace communication that we barely notice them.

Language habits are sneaky.

We repeat phrases because everyone around us uses them, not because they’re the most effective way to communicate.

And indeed some can sound dismissive, defensive, vague or unnecessarily negative; especially in leadership, client-facing and collaborative environments.

Here are five phrases that may be worth retiring, along with some suggestions of alternatives that create stronger professional communication.

1. ‘Does that make sense?’

Most people ask this with good intentions. The problem is it doesn’t sound confident, and it subtly places responsibility for understanding on the listener.

Try instead:

‘How does that sound to you?’

‘What questions do you have?’

‘What’s your take on that?’

These alternatives invite dialogue rather than evaluation and encourage genuine feedback.

2. ‘To be honest…’

When someone begins a sentence with ‘to be honest’ listeners may wonder whether everything before this moment was entirely truthful.

Of course, we use the phrase out of habit simply to emphasise a point.

However, it can unintentionally weaken credibility rather than strengthen it.

Try instead, for example:

‘My perspective is that we may face some challenges with this.’

The message becomes clearer, more direct and more professional.

3. ‘No problem’

This phrase is widely used and usually received as reasonably polite; but in some contexts it simply doesn’t work. It subtly suggests that there could have been a problem.

When a client, colleague or customer thanks you, a more positive response can reinforce goodwill.

Try instead:

You’re welcome.

Happy to help.

My pleasure.

Or, as I’ve noticed my American friends say of late:

Of course!

These responses focus attention on service and support, rather than the absence of difficulty.

4. ‘At the end of the day…’

Few phrases in the last decade or two have been used more heavily in meetings, presentations and workplace discussions.

The challenge is that it rarely adds meaning. It’s a filler phrase that delays the point rather than clarifying it.

For example:

‘At the end of the day, we need to improve customer retention.’

Why not simply say:

‘We need to improve customer retention.’

Clear communication is usually shorter communication.

5. ‘We’ve always done it this way’

This phrase can stop innovation before a conversation has even begun.

While consistency matters, using history as the primary justification for a decision can make teams appear resistant to improvement.

Try instead:

‘Here’s why we’ve traditionally approached it this way.’

‘Let’s review whether this approach still serves our goals.’

‘What might we improve while keeping what’s working?’

These alternatives honour experience while remaining open to new ideas.

Why these communication habits matter

The strongest communicators aren’t necessarily the most charismatic or the most persuasive.

They’re often the most intentional.

A good start is by replacing outdated or unhelpful phrases like these with language that encourages clarity, accountability and collaboration.

Communication is rarely transformed by one dramatic change.

More often, it’s improved through hundreds of small language choices made every day.

Pay attention to the phrases you use most often. Some may be serving you well. Others may simply be habits that have outlived their usefulness.

The goal isn’t perfection; it’s awareness.

And once we’re aware, then we can open the door to improvements.

Because when we communicate with greater intention, people don’t just hear our words more clearly.

They understand our message more effectively.

P.S. If you’re looking to improve how you communicate at work, this are the skills I refine with clients across London and the UK.

I’ve worked with senior leaders, including CEOs, Special Advisors and public figures, and have designed and delivered programmes for organisations such as Abbott, BBC Studios and Rolls-Royce plc.

My approach combines actor training with psychology and behavioural science to develop clarity, presence and authority when it matters most.

If you’d like to explore that further, you can find out more or get in touch