The Human Side of Getting Things Done: Lessons in Communication, Kindness, and Collaboration
After more than 17 years of working in communications and production, I’ve learned that one of the most important skills in our profession isn’t necessarily writing a compelling story, producing a great video, or delivering a project on time.
It’s knowing how to work with people.
If you’ve ever worked in production, you know how demanding timelines can be. There’s always something that needs to be reviewed, revised, approved, finalized, printed, published, or delivered.
Sometimes, everything seems urgent!
And when you’re coordinating with different teams, you quickly realize something important: Your deadline isn’t necessarily someone else’s priority.
People have their own deliverables, responsibilities, and pressures.
This is why I carefully craft my emails and choose my words, especially when asking colleagues to review something, provide feedback, or sign off on a deliverable.
You will often find me writing:
“For your kind review, please.”
“If possible, we would greatly appreciate receiving your comments by close of business today.”
“When time permits.”
“Many thanks, as always, for your support.”
Some might think these are just polite expressions. But for me, they reflect something I deeply value: respect for other people’s time, priorities, and circumstances.
Of course, we care about results. We care about efficiency, quality, and meeting deadlines. That’s part of our responsibility as communications professionals.
But I believe we can be clear about what we need without sounding demanding.
And sometimes, the difference is simply in how we say it.
Two Mentors, Two Different Approaches, One Lasting Lesson
Looking back, much of this philosophy came from two mentors during my years at the University of the Philippines.
They had very different personalities and leadership styles, but both taught me something that continues to influence how I communicate and collaborate today.
One mentor had a wonderful way of making difficult conversations feel lighter.
He would sometimes use humor or make a little joke when reminding someone about a task or pointing out something that needed improvement.
When reminding someone about an unfinished task, he would often say with a smile, “Kaya ba today?” (Can we get it done today?)
And when something had been pending for quite some time, he would jokingly say, “Ano na, 12 months na ‘yung request ko!” (Any update? It’s been 12 months since I asked!)
We would laugh, but we also got the message!
That was his gift. He knew how to remind people of their responsibilities without embarrassing them or making them feel unnecessarily pressured.
Sometimes, a little humor can deliver a reminder more effectively than a stern instruction.
From him, I learned that it’s not always what you say, but how you say it.
My other mentor had a more motherly approach.
She was patient, nurturing, and understanding. If something needed to be done, she would remind you gently. Sometimes twice. Sometimes three times!
And if it still wasn’t done, there were times when she would simply roll up her sleeves and do it herself.
She would often say, “If you want something done, do it yourself.”
But here’s what made her approach so effective.
If you were paying attention, you would actually feel a little embarrassed seeing her do something she had already asked you to accomplish. Not because she scolded you or made you feel small, but because she had been so patient and kind.
And the next time she asked you to do something, you would make sure to get it done!
Her kindness made you want to be more responsible. Her actions showed you what needed to be done. And her example inspired you to do better.
From her, I learned that sometimes, the most powerful way to teach accountability isn’t through repeated instructions, but through example, patience, and kindness.
She didn’t have to raise her voice to earn respect. She earned it through the way she treated people.
Two different approaches. Two different personalities.
But one shared lesson: Relationships matter.
I Made My Own Mistakes, Too
I wish I could say I’ve always understood this.
But I haven’t.
In my twenties, when I was already leading my own team, I made mistakes.
I was younger, still learning, and perhaps more focused on getting things done, meeting deadlines, and ensuring everything was delivered as expected.
I had responsibilities to fulfill and standards to maintain.
But experience has a way of teaching us lessons that no classroom or training program can fully prepare us for.
Over time, I began to understand that delivering excellent work is only one part of being an effective leader or colleague.
How you treat people throughout the process matters just as much.
You can finish a project successfully and still leave people feeling exhausted, unappreciated, or reluctant to work with you again.
Or you can accomplish something meaningful together and build trust, mutual respect, and even friendships along the way.
I know which one I would rather choose today.
Production Is About Timelines. Collaboration Is About People.
In communications and production, we work with many moving parts.
A design needs approval before printing. A video needs several rounds of review before publication. A report needs clearance before launching. An event requires multiple teams and suppliers to deliver their respective outputs on schedule.
And sometimes, one delayed approval can affect the entire production timeline.
I understand that reality very well.
But I also understand that the person receiving my email may be juggling several other priorities.
That’s why I believe in communicating with both clarity and consideration.
Instead of simply asking someone to send feedback immediately, I explain why the deadline matters.
For example:
“We would greatly appreciate receiving your comments by close of business today, if possible, as we need to finalize the design and send the approved file to the printer tomorrow.”
The message is still clear. The deadline is still there.
But now, the recipient understands the reason behind the urgency.
It’s not just another request. It’s part of a larger production process, and their contribution matters.
And if a deadline is genuinely non-negotiable, we should communicate that clearly, too, while remaining respectful.
I believe this small shift in communication makes a difference.
Eight Communication Practices I’ve Learned Along the Way
For younger professionals, especially those beginning their careers in communications, production, project management, or cross-team coordination, here are a few strategies I’ve learned through experience, including my own mistakes.
1. Build relationships before you need something.
Don’t reach out to colleagues only when you need their approval, input, or assistance.
Take time to get to know people. Ask how they’re doing. Appreciate their work. Recognize their contributions.
When people know that you value them beyond what they can deliver for you, collaboration becomes easier and more meaningful.
Relationships are not an obstacle to getting things done. They help make things possible.
2. Always explain the reason behind your deadline.
Rather than simply writing:
“Please send your comments today.”
Try:
“We would greatly appreciate receiving your comments by close of business (COB) today, if possible, as we need to incorporate the revisions before sending the final file for printing tomorrow.”
Or:
“May we kindly request your approval by [DATE]? This will allow us to proceed with production as scheduled.”
Providing context helps colleagues understand why their timely response is important.
It also shows that you’re not imposing an arbitrary deadline.
3. Be specific about when you need a response.
Phrases such as “as soon as possible” or “at your earliest convenience” can be interpreted differently.
If you’re working toward a production deadline, it’s better to be specific.
For example:
“May we kindly request your feedback by COB today, [DATE], to allow sufficient time for revisions?”
Or:
“If possible, we would appreciate receiving your comments before [DATE], so we can finalize the materials ahead of the event.”
For international teams, remember to clarify the time zone when necessary.
And if the deadline cannot move, don’t accidentally make it sound optional. Explain the constraint respectfully.
Kindness should never create confusion about expectations.
4. Make your requests easy to understand and act on.
People are busy. A long email with unclear instructions can create unnecessary back-and-forth.
Try to communicate three things:
- What exactly do you need them to do?
- When do you need it?
- Why does the timeline matter?
For example:
“Please find the draft video for your kind review. We would appreciate receiving any comments by [DATE], as the vendor will need time to incorporate revisions before the scheduled launch.”
A clear message saves time for everyone.
And clarity, in itself, is a form of consideration.
5. Follow up gently, but don’t be afraid to follow up.
One lesson I’ve learned over the years is that reminders don’t have to sound like reprimands.
Instead of:
“I still haven’t received your feedback.”
You might say:
“Just a gentle follow-up on the draft shared earlier. We would greatly appreciate your comments by [DATE], if possible, so we can proceed with the next stage of production.”
If the deadline is approaching, be more explicit about the implications.
And here’s another strategy I’ve learned over the years: If your email isn’t getting a response, sometimes it’s better to get up from your desk and personally follow up!
If you’re working in the same office, why not drop by your colleague’s door, say hello, and politely ask if they have a moment?
“Hi! Just wanted to quickly follow up on the draft I sent. We’re hoping to finalize it today so we can proceed with production tomorrow. Would you have a few minutes to look at it?”
Of course, be mindful of their schedule. If they’re busy or in the middle of something, find a more convenient time.
Sometimes, what might take several email exchanges can be resolved in a friendly two-minute conversation.
And you might discover that they simply missed your email, needed clarification, or had other pressing priorities.
The personal interaction also gives you an opportunity to explain the urgency, answer questions, and perhaps even find a solution together.
For colleagues working remotely or in another location, a quick message or call can serve the same purpose.
I’ve learned that not every follow-up needs to be another email, and not every delay requires an escalation.
Sometimes, a smile, a friendly conversation, and a little understanding are all it takes to move things forward.
And when the matter is resolved, don’t forget to say thank you!
The goal isn’t to chase people. It’s to connect with them, understand what’s holding things up, and help move the work forward together.
6. Know when to be flexible and when to be firm.
Not every deadline has the same level of urgency.
Sometimes, we can give someone another day. Sometimes, a minor revision can be accommodated later.
But there are also situations when a production schedule, printing arrangement, contractual commitment, or event date simply cannot move.
I’ve learned that being considerate doesn’t mean saying yes to everything or absorbing every unfinished task.
We need boundaries, too.
We can be patient without sacrificing accountability.
We can be understanding while maintaining professional standards.
And we can communicate difficult decisions without being unkind.
Be flexible when you can. Be firm when you must. But be respectful in both situations.
7. Always end with gratitude.
This may be one of the simplest practices, but it’s something I try to observe consistently.
“Many thanks for your support!”
“Very much appreciated!”
“Thank you, as always, for your kind assistance.”
Or simply:
“Many thanks, and have a wonderful day ahead!”
I know people are doing their jobs. I know collaboration is part of everyone’s responsibilities.
But that doesn’t mean we should stop appreciating one another.
A little gratitude goes a long way.
And when someone goes out of their way to help, acknowledge it.
Never let urgency make you forget courtesy. And never let familiarity make you forget gratitude.
8. Develop your own communication signature. Let your personality shine!
Here’s something about me that some of my colleagues may have noticed.
Ever since I started working, I’ve had a little tradition in my emails.
I greet people with:
“Happy Monday!”
“Happy Tuesday!”
“Happy Wednesday!”
And yes, all the way to “Happy Friday!”
It doesn’t matter whether it’s the beginning, middle, or end of the workweek. I like greeting people with a little happiness.
Why?
Because that’s who I am.
I’m a happy person, and I want that happiness to come through in the way I communicate.
It’s become part of my identity. My little signature.
And no, it doesn’t mean every working day is easy.
Believe me, after more than 17 years in communications and production, I know what stressful days look like!
I’ve experienced tight deadlines, last-minute revisions, unexpected changes, challenging production schedules, and days when the to-do list seems never-ending.
There are times when the work is genuinely exhausting.
But here’s what I’ve come to realize:
Work can be tiring and fulfilling at the same time.
When I know that what I’m doing is meaningful, that I’m contributing to something bigger than myself, and that there’s a purpose behind the work, even the difficult days become worthwhile.
I may end the day physically and mentally tired, but with a grateful and fulfilled heart.
That’s why I continue greeting people with a cheerful “Happy Monday!” even when I know a demanding week is ahead.
Not because I’m pretending that everything is perfect.
But because I choose to approach my work with gratitude, enthusiasm, and a sense of purpose.
And perhaps that little positivity can brighten someone else’s day, too.
So, here’s my advice to younger professionals:
Find your own signature.
It doesn’t have to be a cheerful greeting like mine.
Maybe it’s your thoughtful way of checking on colleagues. Maybe it’s your sense of humor, your encouraging words, your calm presence during stressful situations, or your habit of recognizing others’ contributions.
Whatever it is, let it reflect who you genuinely are.
Of course, always be mindful of the context. A serious or sensitive message may call for a more restrained tone.
Your signature should make your communication more authentic, not become something you feel obligated to perform.
Professionalism doesn’t require us to erase our personalities.
And happiness at work doesn’t mean an absence of challenges.
Sometimes, it’s simply choosing to find meaning, gratitude, and joy in what we do, even when the work is difficult.
Be professional. Be dependable. But don’t lose the person you are along the way.
Kindness Doesn’t Mean We’re Less Serious About Results
I want to emphasize this because I think it’s an important distinction.
Being kind doesn’t mean we’re less committed to excellence.
Being polite doesn’t mean we’re afraid to ask.
And being considerate doesn’t mean we compromise on deadlines, efficiency, or accountability.
In fact, I believe thoughtful communication can make teams more productive.
When people understand what’s expected, why it matters, and how their contribution supports the bigger picture, collaboration becomes more purposeful.
We reduce unnecessary misunderstandings.
We build goodwill.
We make it easier to have difficult conversations when they’re needed.
And perhaps most importantly, we create a working environment where people are more willing to help one another succeed.
Especially in cross-team collaboration, where we often rely on colleagues who don’t report directly to us, the ability to earn trust and cooperation is just as important as technical competence.
The goal isn’t simply to get a yes. It’s to build the kind of trust that makes people want to collaborate with you again.
The Kind of Professional I Want to Be
As I reflect on more than 17 years in communications and production, I realize that my definition of success has evolved.
Of course, I still take pride in producing quality work, meeting deadlines, telling meaningful stories, and contributing to the goals of the organizations I serve.
But these days, I also ask myself different questions.
Did I communicate clearly and respectfully?
Did I make collaboration easier for someone?
Did I express appreciation for the people who helped?
Did I handle a difficult situation with grace?
Did I contribute to a working environment where people feel respected and valued?
And when I was on the receiving end of a request, did I also communicate my own priorities, workload, and availability clearly?
Because communication goes both ways.
Sometimes, I’m the one requesting an urgent review or approval. Other times, I’m the one juggling several deliverables when someone approaches me with another request.
And I’ve learned that even when I cannot attend to something immediately, I can still acknowledge it and communicate when I can realistically get to it.
I might say, “Sure! Let me just finish what I’m currently working on, and I’ll switch to that afterward, especially since we’ll need it for next week’s event.”
Or, “I’m currently prioritizing another deliverable, but I can work on this by [DATE]. Would that work with your timeline?”
This way, the other person knows that I haven’t ignored their request. I’ve acknowledged it, understood its importance, and communicated when I can act on it.
Being a good collaborator isn’t just about making thoughtful requests. It’s also about giving thoughtful responses.
We don’t always have to say yes immediately. But we can be honest about our priorities, realistic about our commitments, and considerate of other people’s timelines.
And did I find meaning and joy in the work, even when it was demanding?
Because long after a campaign has ended, a video has been published, or an event has concluded, what remains are the relationships we’ve built and the impact we’ve made.
And I want those relationships to be good ones.
I am still learning. I still make mistakes. There are days when deadlines test my patience, too!
But I am grateful for the mentors who showed me that there is more than one way to lead, and that we don’t need to be intimidating to be effective.
Their lessons continue to guide me, even years later.
Perhaps that’s one of the beautiful things about mentorship.
Sometimes, the greatest lessons our mentors leave us aren’t the technical skills they taught us, but the way they treated people.
And now, as I continue growing in my profession, I hope to pass on those same lessons to others.
Be clear about what needs to be done. Be accountable for the results. Respect the timeline. Explain the why. And always, always be kind in how you communicate.
Find your own signature. Be authentic. And never lose sight of the purpose behind your work.
Because at the end of the day, I don’t just want to be remembered for the work I delivered.
I hope to be remembered for how I made people feel while we were doing that work together.
And if there’s one thing more than 17 years in this profession has taught me, it’s this:
Great work gets things done. Great relationships make people want to work together again. And meaningful work gives us a reason to keep going.
Yes, the work can be tiring.
But when you know why you’re doing it, it can also be deeply fulfilling.
To my two mentors, Sir Mark and Ma’am Benj, who taught me these lessons, thank you. Your example continues to shape not only how I work, but also the kind of colleague and leader I aspire to be.
Every collaboration, challenge, and shared accomplishment has taught me something valuable, and I am truly grateful.
I’ll keep showing up, doing my best, meeting deadlines, and treating people with kindness. Not everyone will be easy to work with, and not everything will go as planned. But that’s life!
And yes, I’ll still greet you with a cheerful “Happy Monday!” even on the craziest workdays! Haha!
Do your work well. Be kind. Stay grateful. And don’t forget to enjoy the journey.
Keep Going. You’re Becoming. ❤️
#SHEKeepsGoing
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