Most "communication problems" on teams aren't communication problems. They're somebody being scared to tell somebody else the truth.

In 2017, I got on the Nomad Cruise from Las Palmas to Panama and turned into a loud, obnoxious version of myself for about a week. I drank too much, talked over people, and treated the trip like a stage. I thought I was being charismatic. I was being a problem.

What saved that trip for me was that two or three people I respected took me aside, separately, and told me. Not nicely. Not as feedback in a corporate template. They said, this isn't who you want to be known for. They were right. I wasn't.

Here's the part I think about now, almost a decade later. They weren't braver than other people. They were just less afraid in that moment. Everyone else on that boat could see the same thing. Most of them said nothing because saying something is uncomfortable, and they didn't owe me the discomfort. The friends who spoke up paid a small fear tax on my behalf. I've been trying to repay it ever since.

Not perfectly. I don't always tell the hard truth. Sometimes I chicken out. Sometimes I simply don't care enough, and I own that too. Not proud. Not ashamed. Just decisive about what deserves my energy.

This is the thing nobody trains you on. Honest feedback isn't a skill problem. It's not a tone problem. It's not a "how do I phrase this so it lands" problem. Those are downstream. The upstream problem is that telling someone the truth costs you something, and most people would rather pay later, by watching the situation rot, than pay now, by being briefly uncomfortable.

So they sit on it. The colleague who's constantly late. The cofounder whose decision is going to cost the company a quarter. The friend who's dating someone who's bad for them. The designer whose work isn't good enough yet. The client who keeps changing scope. Nobody says the thing. The thing grows. By the time it explodes, everyone's angry, everyone feels wronged, everyone takes it personally, and the original feedback that would've been three sentences in week one becomes a breakup in month six.

The reframe that works for me is this. The feedback isn't about the person. It's about a specific decision they made, or a specific behavior they're running. Decisions are fixable. Behaviors are fixable. People aren't feedback objects. When I separate those, I can say the hard thing without making it about who they are, and the other person can hear it without going into defense.

I also try to remember that, when I do choose to say it, I'm usually doing them a favor. The version of me on that boat had no idea what I looked like. Until somebody told me, I couldn't change. Withholding feedback under the banner of "being nice" often isn't nice. It's deciding for them that they don't get to know what they look like. That's the opposite of nice.

The fear never goes fully away. I still feel it before I deliver a hard message. I wrote recently that the fear of making a big leap can retire after one jump once reality proves it wrong. This is a different animal. Every hard conversation is new. The voice doesn't get retired by data, because the data resets every time the person across from you does.

What changes is the math. Once you've watched enough things rot from the inside because nobody said anything, you stop trusting the comfort of silence. Silence has a price tag, and the bill always comes due.

If you've got something you've been sitting on for a week or a month, somebody on your team or in your life who needs to hear it, the question isn't how to phrase it. It's whether you'd rather pay the small fear tax now, or the much larger one later.

I know which one I try to pick.