If you want to be a good leader then it’s essential to also be a good communicator.

The words you say to your team, no matter how minor you think they might be, can have an impact on job satisfaction and productivity.

That makes good communication a core part of every leader’s job – not just an afterthought.

We asked jobseekers working in the NFP sector to tell us what advice they’d give their current employer to “help improve the workplace, processes and practices in your organisation?”

And guess what came top of the list? Better communication!

Good communication isn’t just about the words you say – it’s about your tone of voice and body language, too.

Good leaders take the time to say things face-to-face rather than through email or messaging in order to build trust, develop relationships, manage conflict, and inspire employees.

As an NFP leader, here are fifteen phrases to incorporate into your day-to-day work to better communicate with your team, your manager or anyone else:

1. “Good morning.”

Rather than breezing past people on your way to your office or a meeting, take the time to stop and say good morning. It’s only a small thing, but people notice. It shows you’re truly present, and you value people enough to connect at a personal level.

“At too many companies, managers and employees alike just offer a cursory nod or quick ‘Hi’ in the rush to make a dent in their inbox. The more collegial, humanistic approach adopted by successful leaders (where they stop, make eye contact, and say, ‘Good morning’ with a genuine smile) tells others that they matter, especially at the most stressful part of the day,” says Lynn Taylor, a corporate coach, workplace expert and author.

2. “Great job.”

The fact is, everyone has a basic need to be shown appreciation. And research shows that recognising great work is one of the easiest ways to dramatically increase your success as a manager and leader.

In one study, 70 percent of people who received some sort of expression of appreciation from their boss reported feeling happy with their jobs. In the absence of recognition, just 39 percent reported feeling happy.

Don’t overuse praise though, as that can sometimes result in it losing its meaning. So use this sparingly, and when it’s deserved.

3. “Yes.” Or, “Sure, let’s try it.”

Saying yes to an employee’s new idea can give them a chance to develop. And research shows that “choice” – choosing how to accomplish their work – is one of the four key intrinsic motivators that employees use to evaluate the effectiveness of their efforts and the overall contribution they make to an organisation.

True, there’s risk involved, but leaders who believe in the axiom, ‘Nothing ventured, nothing gained,’ tend to be the ones who see the gains.

4. “That was my mistake.”

Admitting when you’ve made a mistake is something all leaders should do. Aside from the immediate benefit of cleaning up a blunder, you’ll send a message to those within your team that, like anyone else, managers make mistakes and apologise for them.

It can also show your team that it’s okay to make mistakes themselves, which then encourages them to take risks and learn from their mistakes – which is essential in any role.

5. “Thank you”

Consider some of the more common reasons that people leave an organisation. Not feeling appreciated is often at the top of the list.

Research shows that workplaces where leaders do a better job of consistently showing gratitude toward employees have lower absenteeism rates, lower turnover rates, better customer service scores, and higher productivity.

6. “What do you need from me to help you do your job better?” Or, “How can I be of greater support to you?”

You might think that saying to your team “I’m here if you need me” is enough, but saying you are available to help and proactively asking these questions are two different things.

As a leader, one of your most important roles is to provide support to your people. So regularly checking in with your team and following up with practical support to make sure they can do the best possible job is a powerful motivator.

7. “Here’s an example”

When you’re interviewing for a new team member, you no doubt want to hear relevant examples of situations where they’ve solved similar problems to the ones they will face in the new role.

Similarly, if you’re briefing a team member on a new project or task, or asking them to do something they’ve never done before, providing examples will help better equip them to know what it is you’re looking for from the outcome.

8. “Here’s my feedback”

In the NFP sector, time and budget constraints often mean that evaluating what works and what doesn’t are sometimes given limited attention.

Spending some time giving feedback to a team member about what they did well – or not so well – is invaluable to staff development and will also help to ensure you keep improving your team, project or organisation’s outcomes.

Giving feedback can also be tough – but there are many ways to make it easier and more of a part of everyday culture in your team.

9. “What do you think?”

Asking for feedback can be even more difficult than giving it!

There are two great reasons for asking your team for feedback. First, it helps them to feel valued and appreciated – which can increase job satisfaction and reduce turnover.

And second, getting ongoing and regular feedback from people who are closest to your clients, your suppliers or your projects will make your team and organisation work better too.

10. “Here’s why we’re doing this.”

NFPs are often in a state of flux – with uncertain funding and new projects starting and ending. Change can be unsettling, so make sure you explain “why” you’re doing things, not just “what” you’re doing.

Good leaders take the extra time to provide the larger objective behind a project or goal. Not only is that motivational for the people working on it, but it leads to better results.

11. “How are things going?” Or, “Are you being challenged?” Or, “Are you having fun?”

Your organisation may already have an annual performance review process, but making sure your people are happy and challenged should be an ongoing dialogue, not something left for once a year.

Again, your team will feel valued, but it also has the added benefit of helping you keep on top of any potential issues as they arise, rather than having them fester over months and become an issue.

12. “Keep me in the loop”

As a leader you want to know what’s going on in your team or organisation, even when you’re not directly involved.

Asking to be kept in the loop lets your team know that you want to know what’s going on while allowing you to be hands-off enough so you don’t become a micro-manager.

13. “Tell me about how your day/week is going.”

This is all about being a great listener – say it, then stop talking!

Very few people rave about their boss because they’re a great talker. But it’s not unusual to hear someone say what they love most is how great of a listener their boss is. Plus, research shows that the more you listen, the better people think you are at giving feedback.

14. “Hahaha!”

The best leaders can use humour to diffuse tension and gain better solidarity with their teams. Levity is a well-developed art that puts the job at hand into perspective. And humour is the shortest pipeline to the memory banks; if you want your team to remember something of importance, humour is a powerful tool.

Make sure you’re laughing with people, not at them though – humour shouldn’t be at anyone’s expense.

15. “What are your dreams?”

Did you know that a lack of career development and advancement is the most common reason given for quitting a job (at least according to one 2022 McKinsey study)

Understanding a team member’s professional and personal ambitions is a great way to help you understand what motivates them, which in turn will help you to help them grow within their role, and over time, hopefully to grow within your organisation too.

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Ultimately, great leadership in the NFP sector isn’t about grand oratory; it’s about the consistent, human connections forged in the margins of the workday. By weaving these fifteen phrases into your vocabulary, you move beyond mere management and start building a culture of trust, accountability, and genuine appreciation.

In a purpose-driven environment these small verbal cues can act as essential anchors – reminding your team that they aren’t just cogs in a machine, but valued partners in a shared vision.

After all, if you want your team to stay motivated enough to change the world, you first have to make sure they feel seen and heard right where they are.