Concise Communication Quotes

To speak much is one thing; to speak to the point another!

If you want to have an effective ad, you need to work on communicating your message in the most effective way. Keep it clear, concise and non-confusing.

I'm a simple-minded fuck who can't read your mind, and even if I could, I would be so lost in the sheer volume of thoughts and feelings it wouldn't do me any good. I need you NOT to shut me out. To explain yourself. To help me understand you. To be your authentic self with me. But with concise communication.

Effective communication is key to building consensus, fostering collaboration, and ensuring that everyone is on the same page. The board chair must be able to communicate clearly and concisely, both verbally and in writing.

Make a concise statement clearly and you should only need to say it once.

I am sick of speaking English like this... I am scared that I have become a person who is always very aware of talking, speaking, and I have become a person without confidence, because I can't be me. I have become so small, so tiny, while the English culture surrounding me becomes enormous. It swallows me... I am dominated by it... Why do we have to force ourselves to communicate with people? Why is the process of communication so troubled and so painful?

Founded by President Truman at 12:01 A.M. on November 4, 1952, the NSA had been the most clandestine intelligence agency in the world for almost fifty years. The NSA's seven-page inception doctrine laid out a very concise agenda: to protect U.S. government communications and to intercept the communications of foreign powers. "The roof of the NSA's main operations building was littered with over five hundred antennas, including two large radomes that looked like enormous golf balls. The building itself was mammoth--over two million square feet, twice the size of CIA headquarters. Inside were eight million feet of telephone wire and eighty thousand square feet of permanently sealed windows.

A one-liner is the highest form of poetry. It must be tight, concise, and precise, with exactly the right words in exactly the right places. And maybe the best reply is also the shortest: Quack. When a duck says quack, does it mean something specific, or does it mean nothing? That ambiguity makes it hilarious.

Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone

I like the way Twitter makes one be more concise. It looks like someone is saying sometthing wise

Through carefully chosen words, metaphors, and rhythms, poets can convey complex feelings and ideas that might be challenging to express in other forms of communication.

You should always want your audience to know or do something. If you can't concisely articulate that, you should revisit whether you need to communicate in the first place.

It's not my accent, but my brevity makes me stylish.

Many words do not compensate for less articulation.

What we feel and how we feel is far more important than what we think and how we think. Feeling is the stuff of which our consciousness is made, the atmosphere in which all our thinking and all our conduct is bathed. All the motives which govern and drive our lives are emotional. Love and hate, anger and fear, curiosity and joy are the springs of all that is most noble and most detestable in the history of men and nations. The opening sentence of a sermon is an opportunity. A good introduction arrests me. It handcuffs me and drags me before the sermon, where I stand and hear a Word that makes me both tremble and rejoice. The best sermon introductions also engage the listener immediately. It’s a rare sermon, however, that suffers because of a good introduction. Mysteries beg for answers. People’s natural curiosity will entice them to stay tuned until the puzzle is solved. Any sentence that points out incongruity, contradiction, paradox, or irony will do. Talk about what people care about. Begin writing an introduction by asking, “Will my listeners care about this?” (Not, “Why should they care about this?”) Stepping into the pulpit calmly and scanning the congregation to the count of five can have a remarkable effect on preacher and congregation alike. It is as if you are saying, “I’m about to preach the Word of God. I want all of you settled. I’m not going to begin, in fact, until I have your complete attention.” No sermon is ready for preaching, not ready for writing out, until we can express its theme in a short, pregnant sentence as clear as crystal. The getting of that sentence is the hardest, most exacting, and most fruitful labor of study. We tend to use generalities for compelling reasons. Specifics often take research and extra thought, precious commodities to a pastor. Generalities are safe. We can’t help but use generalities when we can’t remember details of a story or when we want anonymity for someone. Still, the more specific their language, the better speakers communicate. I used to balk at spending a large amount of time on a story, because I wanted to get to the point. Now I realize the story gets the point across better than my declarative statements. Omit needless words. Vigorous writing is concise. A sentence should contain no unnecessary words, a paragraph no unnecessary sentences, for the same reason that a drawing should have no unnecessary lines and a machine no unnecessary parts. This requires not that the writer make all his sentences short, or that he avoid all detail and treat his subjects only in outline, but that every word tell. Limits—that is, form—challenge the mind, forcing creativity. Needless words weaken our offense. Listening to some speakers, you have to sift hundreds of gallons of water to get one speck of gold. If the sermon is so complicated that it needs a summary, its problems run deeper than the conclusion. The last sentence of a sermon already has authority; when the last sentence is Scripture, this is even more true. No matter what our tone or approach, we are wise to craft the conclusion carefully. In fact, given the crisis and opportunity that the conclusion presents—remember, it will likely be people’s lasting memory of the message—it’s probably a good practice to write out the conclusion, regardless of how much of the rest of the sermon is written. It is you who preaches Christ. And you will preach Christ a little differently than any other preacher. Not to do so is to deny your God-given uniqueness. Aim for clarity first. Beauty and eloquence should be added to make things even more clear, not more impressive. I’ll have not praise nor time for those who suppose that writing comes by some divine gift, some madness, some overflow of feeling. I’m especially grim on Christians who enter the field blithely unprepared and literarily innocent of any hard work—as though the substance of their message forgives the failure of its form.

When text messaging first came about, it was still a one-to-one negotiation: I propose an idea or something to you, you exchange back to me. When you get to 2010/2011, this new model of communication that exists is that you put something out there into the world and then you wait for a reaction. Now, if you look at the depression rates amongst young men, the correlation between these two things is very measurably concise, and amongst young women it’s insane. I’m not necessarily an empiricist, I believe in nuance and subtext and context, but I think that if there’s evidence like that, I mean — I’m sure we could really map depression on to the sale of avocados, too — but I do feel like that’s got something to do with it and it kind of freaks me out.

Combat, like anything in life, has inherent layers of complexities. Simplifying as much as possible is crucial to success. When plans and orders are too complicated, people may not understand them. And when things go wrong, and they inevitably do go wrong, complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone that is part of the mission must know and understand his or her role in the mission and what to do in the event of likely contingencies. As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.

if your team isn’t doing what you need them to do, you first have to look at yourself. Rather than blame them for not seeing the strategic picture, you must figure out a way to better communicate it to them in terms that are simple, clear, and concise, so that they understand. This

When your speaking style is clear, confident, and concise, your listeners will perceive you as such.

Part of the process that we’ve used to help us eliminate unnecessary meetings and unnecessary attendance is a rigorous dogma to ‘codify and communicate.’ That means we really limit who are the ‘Need to Be-ers’ that truly must be in the meetings to make the decisions, and then we consistently practice reducing our decisions to concise writing that is then e-mailed out to the ‘Need to Know-ers.’ There may be ninety people who ‘need to know’ but only three people who ‘need to be’ [in the meeting]. So we get the three people in a room, discuss the issues, make a decision and then communicate—in written form—the decisions that were made to all of the people that really need to know. Think how much time that saves to focus on serving our customers! Not to mention the rate at which having fewer people in the room speeds up our decisions. The decision-making process slows down dramatically proportionate to the number of people in the room.

Therefore, plans must be simplified so that everyone on the team recognizes the overall “commander’s intent”—the greater purpose behind the mission—and understands their role in achieving mission success. Orders must be communicated in a manner that is “simple, clear, and concise.” The true test for whether plans and orders have been communicated effectively is this: The team gets it. When the people on the team understand, then they can execute.

Clear and concise language should be the aim of most fiction authors with few exceptions. The main way to achieve this is to use simple language, as it will be more effective and communicate your meaning more easily. Using long words is not going to make you seem smarter or a better writer. Know your readers. If the novel is aimed at a tech savvy audience, then some amount of technical jargon will have to be used, but even then, simple language should be the basis for the book with the computer terms sprinkled in only as required. Keep sentences short. Nothing makes a text more difficult to read than long run-on sentences with multiple independent clauses. Also, avoid the comma splice, which is when you put together two independent clauses with the use of a comma between them. This technique is one of which I am guilty of using all too frequently. There is the Flesch-Kincaid grading system that was developed in the 1970s to evaluate the readability of text. It is widely used and gives a score based on a US grade level of reading ability. Most successful novels will have a score of no more than grade 8, which is the average person’s reading level. There are free online web pages that can evaluate text using the Flesch-Kincaid system.

[a successful communication] we now define concisely as ‘cooperative modeling’—cooperation in the construction, maintenance, and use of a model.

1. It should be clear, concise, and understandable. Dilbert defines a vision statement as a “long awkward sentence that demonstrates management’s inability to think clearly.” Make sure you prove the notorious cartoon character wrong. 2. It should communicate, in actionable ways, the things you need to do to satisfy, impress, and keep your customers. 3. It should be consistent with other things you tell employees about the organization’s mission, brand promise, and purpose. 4. It should pass the employee “snicker test”: Reading it, whether on paper or out loud, should help your people better understand what to do, how to do it, and why to do it, not make them giggle, guffaw, and roll their eyes heavenward. It’s important that the service vision be ambitious yet grounded in reality, and not written as if it’s an advertising slogan.

But even in his words it had been there. Sort of. In the peculiar way human males spoke of such things. Or so his millennia of spying on them had taught him. How could she not have known that every time he'd said, "You're not falling for me, are you, Irish? " it had been his declaration that he was. Bloody hell, even back there on the train he'd known it. Known he was doing the stupidest thing possible. Falling for a human. But he could no more have stopped himself from falling for her than he could have stopped that train from hurtling to its destination. You're not falling for me, are you, Irish? That had been her cue to say "Urn, well, maybe I am a little," and then he could have said, "Well, um, fancy that; maybe I am too.” Simple, concise, direct male communication. Right?

Again, Ms. Minto applied her SCQA framework to creating structured, concise, and compelling introductions to written communications – especially memos and reports. In story parlance, the situation describes the recent context of “Once upon a time… and every day…” The complication includes the inciting incident and its consequences or “… until one day… and because of that…” The question captures the most intense query raised in a reader’s mind in response to the complication – often “why?” or “how?” Note the question is often implied and therefore not typically written into the introduction. Finally, the answer offers a solution to the problem set up by the situation and complication inclusive of the climax and the aftermath, or “… until finally... and after that…

The Concise Oxford Dictionary defines the verb to coach as to “tutor, train, give hints to, prime with facts.” This does not help us much, for those things can be done in many ways, some of which bear no relationship to coaching. Coaching is as much about the way these things are done as about what is done. Coaching delivers results in large measure because of the supportive relationship between the coach and the coachee, and the means and style of communication used. The coachee does acquire the facts, not from the coach but from within himself, stimulated by the coach. Of course, the objective of improving performance is paramount, but how that is best achieved is what is in question.

Concision in style, precision in thought, decision in life.

Smart players that communicate well talk about what’s best for the ball. They feed their teammates a concise stream of information that helps those teammates solve their soccer problems. They are like chess-masters moving the pieces to orchestrate the attack, directing the ball from one teammate to the next. That’s what smart players do. What most players do is see the teammate who has the ball and then scream, “JENNY! JENNY! JENNY!” And there’s poor Jenny at midfield, trying her best to evade two determined opponents and the only help she’s offered is ten teammates shouting her name from ten different directions. Listen – Jenny already knows her name. What Jenny needs is some useful information that will help her out of her current unpleasant predicament. Jenny needs a teammate saying something like, “Drop it to Danielle.” That’s the kind of information she can actually use. Instead she gets, “JENNY! JENNY! JENNY!

Although concise writing saves time and effort on the part of the reader, it requires more time and effort from the writer. The seventeenth-century mathematician Blaise Pascal captured this trade-off when he apologized that “I would have written a shorter letter if I’d had more time.

What if your future self was just as important as these VIPs? How could you communicate with them through time in the most efficient, concise way?

And when things go wrong, and they inevitably do go wrong, complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone that is part of the mission must know and understand his or her role in the mission and what to do in the event of likely contingencies. As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.

Heart-centered leadership is clear and concise, and it gives frequent transparent communication.

Hi, I am Sangeetha, I passionately explore the world of academia and offer valuable tips, insights, and resources to empower students and researchers. With a commitment to clear, concise, and effective communication, I aim to simplify complex ideas and foster academic success.

Poetry serves as a powerful means of communication, artistic expression, and cultural preservation.

Poetry serves as a powerful means of communication, artistic expression, and cultural preservation. It has the ability to evoke emotions, inspire change, and bring people together through the beauty of language and shared human experiences.

Poetry is an excellent tool for communication, allowing people to connect on a deeper level and understand each other's experiences and perspectives.

Five Cs of communication—Keep the five Cs in mind when composing or delivering any project communication: Clear—State the subject; stay on subject; hold the receiver’s hand through the message; use appropriate terms. Concise—Get to the point; limit scope of the message. Courteous—Be polite; watch your tone. Consistent—Use appropriate tone, medium for intended message; all message elements should support intended meaning. Compelling—Give them a reason to pay attention.

Creeds are designed to be concise so that they can be easily memorized and communicated to others. If the ‘simplicity’ of the creed in 1 Corinthians means that Paul is unaware of the miraculous events surrounding Jesus’ resurrection, then the simplicity of the Nicene Creed (fourth century AD) should mean that the writers are unaware of the Gospel narratives. (Wood 2008)

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

Sitting to Henri’s left on the couch was his boss, Scott Forstall, then the senior vice president of iOS software engineering. Scott reported directly to Steve, and he was the one giving me this chance to demo in Diplomacy. Scott expected me to keep it concise and on point when it was my turn to go. He didn’t tell me to do that—proper conduct was implicitly communicated through the success and failure of the earlier-stage demo sessions Scott ran himself, where he was the top executive in the room.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

This first edition of A Tome of Idioms has been published as a comprehensive, concise, compact, and efficient guide to the meanings and origins of Idioms, Proverbs, and Sayings. Each inclusion is written in a clear and uncomplicated style. First published in 2019 this book contains over 900 easily readable entries in systematic order augmented by an extensive Bibliography. This book will be of general interest to everyone who has a curious, inquisitive, questioning, or enquiring intellect. Sometimes, without knowing, we quote idiomatical expressions in our everyday conversations. An idiom is used to communicate something that other words do not convey as clearly or as meaningfully. Idioms tend to be colloquial and are more effective when used in spoken rather than written English. The origins of idioms are sometimes difficult to trace which means that finding a precise date a particular idiom came into existence is never easy. A number of idioms, proverbs, and sayings originate in well-known literature and Holy texts such as, William Shakespeare (60 entries), the Bible (47 entries), John Heywood (27 entries), Aesop (15 entries), and Geoffrey Chaucer (12 entries), to name but a few. Some of these have evolved in many different forms over several years into the expressions we use today. Extract from @A Tome of Idioms

As a leader employing Extreme Ownership, if your team isn’t doing what you need them to do, you first have to look at yourself. Rather than blame them for not seeing the strategic picture, you must figure out a way to better communicate it to them in terms that are simple, clear, and concise, so that they understand. This is what leading down the chain of command is all about.

The proper method of interpreting the symbols in Revelation involves two steps. The first is to remember that when symbols are employed, they refer to something that is literal. Symbols are not just symbols of nothing. They aren’t meaningless. They aren’t just symbols of symbols. They refer to something that is literal. Paul Benware notes, Symbols are valuable tools of communication. Symbols communicate truth concisely, and they communicate it graphically. In Revelation 11 the apostle John could have spent a great deal of time describing the spiritual and moral conditions of Jerusalem. Instead, he called the city “Sodom and Egypt.” Quickly and vividly he communicated a volume of truth that remains graphically fixed in our minds. Symbols and figures of speech, then, represent something literal. It is the task of the interpreter to investigate this figurative language to discover what literal truth is there.11

A specification is a clear and concise but complete description of the exact item desired so that all vendors have a common basis for price quotations and bids. As such, it is an essential communication tool between buyer and seller. Specifications should be realistic and should not include details that cannot be verified or tested or that would make the product too costly. Without up-to-date product information, specifications are useless. The specific information varies with each type of food, but all specifications should include at least the following information:Δ Clear, simple description using common or trade or brand name of product; when possible, use a name or standard of identity formulated by the government such as IMPS Amount to be purchased in the most commonly used terms (case, package, or unit) Name and size of basic container (10/10# packages) Count and size of the item or units within the basic container (50 pork chops, 4 ounces each) Range in weight, thickness, or size Minimum and maximum trims, or fat content percentage (ground meat, 90 percent lean and 10 percent fat, referred to as 90/10) Degree of maturity or stage of ripening Type of processing required (such as individually quick-frozen [IQF]) Type of packaging desired Unit on which price will be based Weight tolerance limit (range of acceptable weights, usually in meat, seafood, and poultry)

Symbols are valuable tools of communication. Symbols communicate truth concisely, and they communicate it graphically. In Revelation 11 the apostle John could have spent a great deal of time describing the spiritual and moral conditions of Jerusalem. Instead, he called the city “Sodom and Egypt.” Quickly and vividly he communicated a volume of truth that remains graphically fixed in our minds. Symbols and figures of speech, then, represent something literal. It is the task of the interpreter to investigate this figurative language to discover what literal truth is there.11 There’s a clear example of this at the very outset of Revelation as Jesus stands in the middle of seven golden lampstands holding seven stars in His right hand (1:13,16). At the end of the chapter, Jesus identifies the seven lampstands as the seven churches of Asia and the seven stars as seven angels (1:20). Jesus Himself is providing us with a key to unlock the meaning of symbols in Revelation—that is, when we see a symbol in prophecy, we are to look for the literal referent, or the literal person, place, or event that the symbol represents.