In a business landscape fixated on standing out, the greatest differentiator might just be simply saying what you mean.
The corporate world’s love affair with meaningless jargon is like using a fog machine at a wedding—impressive until you realize you can’t see the couple or find the cake.
But when we talk about “leveraging synergies” and “circling back” on “action items,” we’re not actually saying anything. We’re just performing a bizarre ritual that wastes time, creates confusion, and ultimately damages the very engagement we’re trying to build.
Why are we so obsessed with corporate-speak?
It’s human nature to retreat behind complex language when we’re feeling less than confident. We use it to create an illusion of expertise, highlight status, and signal belonging to other team members. But in reality, that language is doing more harm than good.
The plain truth? Jargon is bad for business. In a global survey of 8,000 professionals, LinkedIn reported that 40% of respondents said they’d had a misunderstanding or made a mistake at work because they didn’t understand jargon and 60% felt that figuring out jargon on their own causes stress and slows down productivity.
It’s also bad for culture. For new hires, as well as hybrid or remote employees, understanding jargon can be like decoding a secret language without a key. Not to mention the extra layer of complexity for those who speak English as a second language and are faced with translating unfamiliar terms or phrases.
And frankly, it’s just tedious. But fear not, we’ve translated a few of the most common (and confusing) corporate buzzwords and phrases—with some plain language to use instead.
1. Let’s circle back.
- What it means: I’m avoiding making a decision right now and may never actually return to this topic.
- Say instead: I need to check some facts before I can answer that. I’ll email you by Wednesday, does that sound good?
- Why it works better: It creates real accountability with a concrete next step rather than an ambiguous promise that often gets forgotten.
2. We’ve got boots on the ground.
- What it means: This refers to the people actually doing the work, not the decision-makers who may be more removed from the process.
- Say instead: Our team that’s working directly with customers is telling us something completely different than what we’re seeing in the reports.
- Why it works better: It specifically identifies which team you’re talking about and gives them proper recognition rather than using military metaphors.
3. We need to create synergy.
- What it means: We hope combining these things will magically create value and save money somehow.
- Say instead: If we get design and development sitting together, we can cut out those painful handoffs and finish projects 20% faster.
- Why it works better: It explains the specific benefit expected from the combination rather than relying on a vague business buzzword.
4. Let’s get our ducks in a row.
- What it means: We need to organize things before moving forward, but I’m not specifying what exactly needs organizing.
- Say instead: Before we launch, we still need to figure out pricing, get legal’s okay, and confirm timing with marketing.
- Why it works better: It identifies the specific tasks that need to be completed, rather than using a vague metaphor that leaves everyone guessing.
5. Go for the low-hanging fruit.
- What it means: Let’s do the easy stuff first and avoid the challenging problems.
- Say instead: That checkout page bug is a quick fix that’ll make a big difference right away—want to knock that out first?
- Why it works better: It specifically identifies the task and explains why it’s a priority based on effort and impact, not just because it’s “easy.”
6. Let’s not reinvent the wheel.
- What it means: Stop wasting time creating something that already exists.
- Say instead: We already have a dashboard that does most of this—can we tweak that instead of starting from scratch and save ourselves a few weeks?
- Why it works better: It provides a specific alternative and explains the concrete benefit of using existing solutions rather than just shutting down innovation.
7. Throw it at the wall and see what sticks.
- What it means: We have no strategy, so let’s try random things without proper planning or measurement.
- Say instead: Let’s try three small tests with different approaches, see which one customers actually use, then go all in on the winner.
- Why it works better: It maintains the exploratory spirit but adds intentionality, structure, and measurement rather than promoting chaotic trial and error.
If you’re ready to break the habit, keep these tips in mind.
- Start by auditing your communications. Try recording a meeting, then count how many times jargon is used. Review your last five important emails and highlight any phrases that wouldn’t make sense to an outsider. You can also ask a newer team member to flag any terms that were unclear to them early on.
- Replace abstractions with specifics. For example, instead of “enhance the user experience,” try “make the checkout process faster with fewer required fields.” Use the Grandma Test—if your grandmother (or someone else outside the industry) wouldn’t understand, rephrase it.
- Have fun with it. Jargon takes away so much of the human connection in our communications, so add the humanity back in! Celebrate team members who communicate complex ideas in accessible ways. You might even try a jargon jar to help keep yourself and your coworkers accountable. Some offices use it like a swear jar and donate the proceeds each month, while others choose to write down the word of the month and lock it in the jar—forever banning it from conversations.
Is it really worth the effort?
Put simply: yes. And there are plenty of indicators to help measure your success.
With the added clarity of more direct language, you should see higher response rates on emails and messages, and faster time to completion for projects and tasks. You can also expect to see fewer requests for clarification after instructions or announcements.
From a cultural perspective, you’ll see more efficient meetings, increased participation from newer team members, and more frequent sharing of ideas—because people will actually know what’s being discussed.
Arguably, the most valuable benefit is harder to measure but impossible to miss: trust grows when words match reality. When leaders speak plainly and messages are consistent across all levels of the organization, people feel respected and included.
Remember, the most powerful communication tool isn’t fancy terminology. It’s simple, human language.
Clear language isn’t just about being understood—it’s about creating workplaces where everyone can contribute, where decisions are made transparently, and where trust is the foundation of every relationship. So the next time you’re tempted to “put a pin in it” or “ideate solutions,” pause and ask yourself: what am I really trying to say? Your team will thank you. And with any luck, they won’t even have to circle back.
