A small shift with a big message
A few years ago, I worked with a charity supporting people experiencing homelessness. In my first meeting with the finance director, I used the standard professional terms “service users” and “clients” to describe the individuals the charity served. He smiled and gently corrected me: “We call them guests.”
It was a small shift in language, but it spoke volumes. This wasn’t just a matter of semantics — it reflected a culture built around dignity, respect, and belonging. The term “guests” distanced people from the negative stigma sometimes associated with homelessness and placed them in a context of welcome and care.
This mindset extended far beyond words. The charity’s “Hotel Services” team didn’t just provide a bed for the night. They put on events that offered meals that felt like dining experiences, access to medical and dental care, beauty treatments, and even musical performances. These weren’t extras — they were deliberate acts designed to restore a sense of normal life, value and connection. It was a reminder that the words we use often signal much deeper intentions.
The language of organisational culture
Every organisation has its own way of speaking — a shared “code” made up of phrases, acronyms, and shorthand that reflect its values, priorities, and habits. This language and organisational culture connection often develops naturally, but it plays a big role in shaping identity and belonging.
When we’re part of that organisation, it’s second nature. When we’re stepping in as consultants, partners, or collaborators, tuning into this language can make all the difference. It’s not simply about avoiding missteps or “fitting in.” It’s about showing we respect their world, we’ve taken the time to understand their perspective, and we’re here to work with them, not over them.
In my own profession — governance and risk management — I’ve seen how easy it is to slip into jargon. Phrases like “risk appetite,” “inherent risk,” or “Monte Carlo simulations” make sense to those in the field but can leave others feeling excluded or confused. Often the concepts are straightforward; it’s the language that creates the distance.
When jargon turns into a barrier
Specialised terms aren’t inherently bad — they allow experts to communicate with precision and efficiency. But when they spill into broader conversations without explanation, they can create an unintended “us and them” dynamic.
The problem isn’t only about understanding. Language can subtly shape how people feel about a discussion. Someone might leave a meeting thinking they’ve been left out of the “real” conversation because they didn’t understand a term. Or they may be hesitant to contribute in case they use the “wrong” words. Over time, these small moments can erode trust and collaboration.
This is why avoiding jargon at work when speaking to a wider audience can be one of the simplest, most effective ways to improve connection.
How to build trust through language
So how do we use language in a way that connects rather than divides?
It often starts with active listening. Noticing the words others use — whether in meetings, emails, or casual chats — gives clues about what matters to them and how they see the world.
Once we’re tuned in, we can adapt our own language to align. That doesn’t mean abandoning our own expertise, but finding ways to express it that resonate with the audience. Sometimes it’s about replacing jargon with plain language. Sometimes it’s about keeping the technical term but explaining it with a simple example.
And when a term or phrase is unfamiliar to us, asking “what does that mean in your context?” can turn what might feel like a gap into a moment of connection. It shows curiosity and respect, and it often leads to richer conversations.
When done well, building trust through language isn’t about grand gestures — it’s about small, consistent choices that help others feel included and understood.
Mindful communication in the workplace
Mindful language isn’t about walking on eggshells or stripping every conversation down to its simplest form. It’s about being intentional with our words — noticing the effect they have, and adjusting when needed.
Some useful habits that I’ve found work for mindful communication in the workplace are:
- Listen first – Observe the tone, vocabulary, and style others use.
- Translate when needed – Swap jargon for everyday terms or explain them in plain language.
- Mirror where it helps – Using some of the same language as your audience shows alignment and builds rapport.
- Be open to correction – If someone suggests a different term, see it as insight into their values, not as a rebuke.
In my work, I’ve found that small adjustments in language often create big shifts in relationships. People lean in more. They’re more willing to share openly. And collaboration feels smoother because we’re speaking the same “emotional” language, even if our professional backgrounds differ.
The human side of inclusive language in business
Ultimately, words are tools. They can make someone feel seen and respected, or they can unintentionally create distance. In the fast pace of professional life, it’s easy to forget that our choice of words can carry as much weight as our ideas.
Next time you’re in a meeting, try noticing not just what’s being said, but how it’s being said. See if there’s a way to adjust your own language to meet others where they are. You may find that the bridges you build with words can take you — and your work — further than you expect.