With the emphasis on flexible work and our increasingly isolated workforce, connection has never been more important. Add technology, and you might be lured to believe our communication has improved. All the attachments, links, FYIs, CCs, and BCCs just move information around. For communication to be impactful, it requires emotion and color as well as clarity.
Idioms have their place. Until they don’t. The lazy shift to depthless and even ego–driven messaging can leave us confused. Let’s welcome 2024 by leaving certain idioms behind.
I know the intent is, “Okay, here it is, straight to the point.” But this is how I read it: “I am going to be honest with you when normally I am not.” An involuntary twitch occurs, and alarm bells go off. Just for a reaction and recognition of the ludicrousness of the statement, I’m desperate to say, “No! Don’t for one second think you need to be honest. That is outrageous. Please continue with your dishonesty.”
“My bad” is meant to say, “My mistake, and I’m sorry.” But it doesn’t. It says I don’t care. It is colloquial, and its informality diminishes any genuine attempt at a sincere apology and takes no responsibility. It is as if I know I should say I am sorry, but I don’t really feel it, so here is my cursory and non-response. All good? The statement does more “bad” than good. I would prefer no apology than recalcitrance.
It’s used to denote a management style centered on agility, flexibility, and quick decision–making. But surely planning is also good. If you are using this to motivate and excite your team or to convey a lithe leadership style, know the message you also deliver is a potential lack of safety and job security. Of course, agility as a leadership attribute is key. But so is stability and assurance, especially in our current environment.
It is simply not good advice. It was proffered ad nauseam in 2022 as a Band-Aid to the Great Resignation. Anything to try and keep employees. The intent is positive, but the translation has been loose, and that is the issue. The lines between personal and work life increasingly encroach, but it doesn’t allow boundaries to be crossed. Bring your true self to work, but not your whole self. Save that for family and friends.
The catch cry from 2020. Strictly speaking, this is not an idiom. But due to the abuse of use and the indolent application in finessing our videoconferencing skills, I think it applies. I refuse to say this now, even when I suspect I can’t be heard. I sign instead. Or keep going until I have worked it out. Ban the phrase and upskill instead.
I cannot, simply cannot, hide my cringe when I hear this. It is a causal auto-reaction. The people who coined “building the plane while flying” are likely to be enamored by gamechanger. It has similar hyperbolic vibes. Gamechanger is used to describe a monumental, significant positive shift brought about by an event, idea, etc. Rarely will any person, action or change have such notoriety worthy of being deemed a gamechanger. Thomas Edison was a gamechanger. Not the contestants on The Block or Big Brother.
It’s patronizing. Even if offering said seat, it borders on offensive. It alludes to signaling status. The idea is to offer that person the same opportunity to be heard as others, but the language is the furthest from inclusive. I am pretty sure that once they secured the seat, there are other silent and invisible rungs.
Idioms, like metaphors, have a wonderful place in everyday communication and life. The language we use, the emotions provoked, and the perceptions created all represent navigation tools for our often-complex world. But those that carry old and misplaced messages should stay in this year. Be mindful of the power of words, particularly those that inspire and others that block.
Originally published by www.fastcompany.com
As Founder and Managing Director at EST10, Roxanne has an all-encompassing role that includes building and growing the business, as well as actively recruiting and consulting.
After completing a Bachelor’s Degree at Monash University, Roxanne began her recruitment career with renowned recruiter Julia Ross. From there, Roxanne worked in HR and recruitment with a number of global players and boutique businesses throughout Australia, the UK, Singapore and Hong Kong for over 20 years. She has been responsible for managing large teams and projects, implementing RPO models, managing and assisting businesses to an IPO and assisting companies in setting up their recruitment teams and processes.
Following completion of her MBA at the Australian Graduate School of Management, Roxanne launched EST10 in July 2010. In doing so, she hoped to combine the flexibility and high touch service levels of boutique agencies with the structure and strategy afforded to larger firms. Roxanne believes in high-touch, high-care consulting and is always on the lookout for consultants that share this vision of recruitment.
