Why Every Team Needs a “Common Language” (and What That Really Means)

KDR Team • September 17, 2025

Why Every Team Needs a “Common Language” (and What That Really Means)

Communication can feel threatening. But what if your team had the same playbook for conversations? That’s the power of a “common language.”

Who’s ever been misunderstood during a conversation at work? Who’s ever worried about how to bring something up without it turning into a bigger deal? And, be honest, who’s ever been nervous to approach a doctor or coworker? If that resonated with you, congratulations, you’re human!

Those moments are so common, and they all tie back to the same challenge: communication can feel threatening. Not because we don’t care, but because we’re not always sure how to say something so it lands the way we intended.

Why communication feels harder than ever

Here’s the kicker: communication isn’t getting easier; it’s actually getting harder. Why?

We undercommunicate. Most miscommunication doesn’t come from saying the wrong thing, it comes from saying nothing at all. We undercommunicate. We hope the other person “just gets it.”
We were never really taught how. Nobody sat us down in school and said, “Here’s how to handle hard conversations.” We’ve all picked up habits along the way, some good, some… not so much.
Digital age. Texts, emails, quick hallway chats, we’re used to fast, clipped communication. But when it’s time for a face-to-face, especially a tough one, we don’t always have the confidence (or practice) to do it well.
Turnover. Ten years ago, you might’ve worked side by side with the same teammate for years, slowly building trust. Today? You might be paired with someone who’s been on the job three weeks. Trust takes time, and time is a luxury most teams don't have in today's work climate.

So the question becomes: are we going to get bitter about it, or get better?

Enter: “Common Language” tools

Imagine if your team had a shared set of tools and definitions that helped make conversations safer, clearer, and more productive. A kind of playbook where no one is left guessing what you really mean.

That’s what we mean by common language. It gives teams:

A way to lower the threat in the moment

A framework that feels familiar to everyone

Confidence to speak up and the expectation to really listen

And here’s the ripple effect: when team communication feels easier and safer, trust grows. Collaboration strengthens. Stress goes down. And, maybe most importantly, your patients feel it too.

Think about walking into a business where the team vibe feels tense. You can tell right away. Now think about walking into a place where the team is connected, communicating, and working together, you feel more confident in the care you’re about to receive. That’s the power of a common language. It doesn’t just improve team culture; it directly impacts the patient experience. In an upcoming blog, I’ll share an example of a common language term we use in our organization that has changed the way our team works together.

That’s one of the things we help organizations build every day. If your team is ready to communicate with more confidence, connection, and clarity, let’s talk.

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Common Language Tool: The Ice Cream Truck Analogy

By David Bauer • January 15, 2026

One of the most common leadership challenges we see across organizations is under-communication. It rarely shows up as silence. It shows up as assumptions.

Common Language Tool: “Now, Soon, Later”

By David Bauer • December 22, 2025

If you’ve ever been in the middle of managing something truly urgent and had a team member approach you with what felt like a small concern, you know the tension I’m talking about. You’re triaging an urgent patient situation. A serious operational decision is unfolding. Your brain is fully in Fast Think mode. And suddenly, someone is standing next to you asking about next week’s schedule, a minor process question, or a frustration they want to talk through right now. So you told the truth, you didn’t have time. Later, you find out they felt dismissed. Or unheard. Or confused about why you didn’t seem willing to help. No one did anything “wrong,” but the disconnect still created friction. This is exactly where shared language matters. In earlier blogs , we talked about why a common language on a team is essential and how understanding Slow Think versus Fast Think helps teams work more effectively together. This tool builds on both of those ideas. The reality leaders don’t always say out loud: Many leaders, especially in healthcare, wear multiple hats at the same time. For example, you’re often switching between three distinct roles: Doctor Entrepreneur Leader The challenge is that those hats don’t always change on command. When you’re deep in your doctor role, managing a retinal concern, an acute red eye, or an unexpected complication, it can be genuinely hard to pivot immediately into your leader role and give a team member the time and attention they deserve. That doesn’t mean their concern isn’t important. It means the timing isn’t aligned. Most frustrations on teams come down to misaligned expectations, not bad intentions. I ntroducing the “Now, Soon, Later” language: “Now, Soon, Later” is a simple prioritization tool that gives teams shared language around timing without minimizing importance. The core question is: “Is this a now, a soon, or a later thing?” That’s it. Simple. Powerful. When leaders consistently use this language, a few important things happen. First, it reminds your team that you are balancing multiple roles and responsibilities in real time. If you can’t address something immediately, it’s not because it doesn’t matter. Second, it reassures them that there is a reason you may need to wrap up a conversation quickly or defer it altogether in that moment. Third, it gives them a framework to think through when and how they bring things to you. Over time, people naturally start to self-prioritize before interrupting. What this sounds like in real life: You might say: “I want to hear this. Is this a now, soon, or later thing?” “I’m in a now situation clinically. Can we put this in the soon bucket and circle back?” “This feels like a later conversation. Let’s find a time where we can both be present.” And yes, sometimes you may need to gently recalibrate expectations after the fact. That could sound like, “I’m not sure we’re on the same page yet about what counts as a now versus a soon. Let’s talk through that.” For this tool to work, follow-through matters. If you put something in the “soon” or “later” bucket and never come back to it, trust erodes quickly. The language only works when your actions reinforce it. Circling back doesn’t have to be elaborate. Even a quick: “Hey, you mentioned this earlier. I wanted to make sure we reconnect on it.” This language isn’t just for deflecting interruptions. It’s also a powerful way to show respect for your team’s workload. For example: “Susie, I have a few projects I’ll need from you, but none of them are a now. Let’s find a time that works with your current priorities to talk through them.” This approach acknowledges their capacity, avoids urgency inflation, and sets the tone for thoughtful planning instead of constant reaction.

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