Communicate for Simplicity, not Complexity

Many leaders (including myself) have unknowingly burdened their teams with complex communication and work practices, leaving individuals overwhelmed and struggling to understand what is required.

When we fail to account for a person’s cognitive load, it can lead to difficulties understanding, concentrating, or remembering information. Left unchecked, it can lead to stress, anxiety, mental fatigue, slower problem-solving and decision-making, and feelings of being overwhelmed or easily frustrated.

Cognitive load refers to the mental effort and working memory resources required to complete a task. It originates from cognitive psychology and is especially important in learning, problem-solving, and decision-making.

Understanding cognitive load has three parts: the complexity of the material itself, how information is presented, and the mental effort required to create meaningful connections.

Why is this important for leaders? Effectively managing cognitive load by simplifying complex information and processes, reducing distractions, and organising content can enhance performance.

Given the growing complexity in organisations, the shift to remote working and the pace of change, how can leaders help minimise challenges with cognitive overload?

Establish organisational norms that help to reduce cognitive overload.

It can be challenging for team members to assert their preferred communication methods. Leaders can facilitate open discussions to develop organisational standards supporting cognitive load management.

For example, organisational norms can be created for deep work time or the opportunity to focus without interruptions. Disabling notifications for email and Slack messages should be a norm, as the context-switching this encourages can create cognitive load challenges. Schedule meetings only when necessary and ensure they’re structured. Shortening meetings to 15—or 30-minute stand-ups or quick check-ins can be more effective than hour-long discussions. While these ideas are not new, establishing them as organisational norms may provide relief.

Make cognitive load a consideration when planning organisational change. 

Change can be overwhelming and notoriously difficult to execute effectively. When implementing an organisational change, consider your team's cognitive load when deciding how and when to launch it.

For example, be more selective about the organisational changes you introduce. With the rapid pace of change, we can find ourselves reacting to external demands without considering the internal pressure or cognitive load these changes impose on the team. Also, factor in your team’s cognitive load when implementing change, and don’t rush to move on afterwards. Your team may need more time to learn and absorb the change. Provide regular updates to help people make sense of changes, which can minimise anxiety and conserve cognitive resources.

How can you consider a person's cognitive load as a leader?

 

Leaders can foster a more productive and engaged team by being intentional about cognitive load and supporting their team's capacity to process what is being discussed.

For example, start by cultivating a culture of psychological safety that encourages open communication. Allow employees to express feelings of being overwhelmed without fear of judgment. Take more time to prepare when delegating projects, as it’s a common mistake to be unclear about expectations, exacerbating cognitive load challenges. In meetings, leaders should actively manage discussions to help reduce the cognitive load needed from participants. Be mindful of team members who dominate the conversation or reiterate others’ points—use paraphrasing to clarify understanding and help people make connections. Achieving clarity minimises cognitive load by reducing unnecessary rumination or processing of information.

Mark Twain famously said, “I didn’t have time to write a short letter, so I wrote a long one instead.” These words have never been more relevant than today's complex and fast-paced world. I hope this post encourages you to pause and consider your team’s processing needs when communicating, regardless of the setting.

What more could you do to help your team process complex situations?