Artificial intelligence won’t solve poor communication — but it can help us become better communicators.
The Biggest Workplace Challenge Isn’t Technology
When I transitioned from consulting into federal service, I expected the technology differences. What surprised me was that many teams were still learning how to collaborate remotely. It wasn’t a technology problem — it was a communication problem.
Remote work is no longer an experiment. Hybrid teams, virtual meetings, and AI-assisted workflows are now part of everyday government operations. The question isn’t whether we should use these tools — it’s how we use them well.
Technology has made it easier than ever to communicate, yet many of us spend more time clarifying messages than acting on them. Long email threads, misunderstood requests and unnecessary meetings can quietly consume hours each week.
I’ve spent my career working with distributed teams across healthcare, consulting, startups and government. While every organization has its own culture, one lesson has remained remarkably consistent: Across consulting, startups, and government, I’ve noticed the same pattern: the cost of unclear communication increases as more people become involved. The good news is that AI can help only if we use it thoughtfully.
Three Habits That Improve Collaboration
1. Start with the outcome
Before writing an email, ask yourself: “What do I need someone to do after reading this?” If the answer isn’t obvious to you, it won’t be obvious to your reader.
One simple habit is making your subject line actionable. Instead of:
- Project Update
Try:
- Response Requested Friday EOB
- FYI: Updated Timeline
- Decision Needed: Vendor Selection
This small change reduces guesswork before the email is even opened.
2. Put the main point first
Many government professionals are familiar with the Bottom Line Up Front (BLUF) approach. Whether or not you formally use BLUF, the principle is simple: Tell people what matters before explaining why. Busy colleagues often read emails between meetings or while juggling competing priorities. Leading with the request—or the decision — helps everyone move faster.
3. Let AI review — not replace — your message
One of my favorite uses of AI is as a communication coach. Before sending an important message, consider asking AI to:
- Check the tone
- Simplify complex language
- Suggest a clearer subject line
- Remove unnecessary words
- Highlight where the request may be unclear
Notice what’s missing from this list: writing the entire email for you.
AI is most valuable when it improves your thinking — not when it replaces it. I rarely ask AI to draft an email from scratch. I use it to identify ambiguity, reduce unnecessary words, and test whether my intended action is obvious to someone reading quickly.
Know when to stop emailing
One habit I’ve carried throughout my career is recognizing when an email conversation has reached its limit. Three email replies usually means the original message wasn’t clear — or it’s time to stop emailing.
If a discussion requires multiple rounds of clarification or the tone begins to shift, it’s often more productive to schedule a brief conversation. Five minutes on a call can sometimes replace an afternoon of back-and-forth messages.
Choosing the right communication channel is just as important as choosing the right words. In my corporate and consulting career, we had the rule of three.
The Rule of Three
If an email thread reaches three rounds of clarification:
- Re-read the original request.
- Ask whether expectations were clear.
- If not resolved, schedule a conversation.
Communication is still a human skill
AI is a great tool, but it IS a tool that can’t replace the lack of human skill. AI can improve clarity, consistency, and speed. It still can’t determine whether you’ve asked the right question, included the right people, or built enough trust for someone to challenge your thinking.
AI can help us write more clearly, organize our ideas, and communicate more effectively. But it cannot build trust, demonstrate empathy, or strengthen relationships. Those remain uniquely human responsibilities.
As AI becomes part of everyday work, technical proficiency matters. So does the ability to communicate clearly enough that people understand what action to take. It will be learning how to communicate with greater clarity, intention, and respect.
Because with great AI comes great responsibility — and that responsibility starts with us.
Ája Hardy brings more than 20 years of experience transforming the healthcare landscape by bridging technology, innovative business solutions, and effective strategy. She has a proven history of driving growth and optimizing operations across the medical device, pharmaceutical, and government sectors with leading organizations like Deloitte, Huron Consulting, and Cerner/Oracle Health. A natural “new venture whisperer,” Ája served as a FUSE Executive Fellow for the City of Cleveland, where she forged key economic development partnerships with Google, Kiva, and Square. This success led to the launch of a startup accelerator with VC firm gener8tor, which she directed. Today, as a TAP Advisor at the FDA, she continues to shape the future of healthcare by focusing on novel technology innovation, policy, and strategy.
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