--- title: What to Say Instead of Does That Make Sense at Work description: Discover why asking image: https://methodorum.com/hubfs/Many%20Forms%2c%20One%20Narrow%20Answer.png --- [![Methodorum](https://methodorum.com/hs-fs/hubfs/Methodorum%20color%20logo.png?width=172&height=38&name=Methodorum%20color%20logo.png)](https://methodorum.com/) - [How I Work](https://methodorum.com/how-i-work) - [Services](https://methodorum.com/services) - [About](https://methodorum.com/about) - [Blog](https://methodorum.com/blog) - [Resources](https://methodorum.com/resources) - [Book a free call →](https://calendly.com/nadaelkady/intro-call) [How I Work](https://methodorum.com/how-i-work) [Services](https://methodorum.com/services) [About](https://methodorum.com/about) [Blog](https://methodorum.com/blog) [Resources](https://methodorum.com/resources) [Book a free call →](https://calendly.com/nadaelkady/intro-call) ![what to say instead of does that make sense](https://methodorum.com/hubfs/Many%20Forms%2c%20One%20Narrow%20Answer.png) leadership # Stop Asking, "Does That Make Sense?" ![Nada Elkady](https://methodorum.com/hubfs/Nada%20Elkady%20-2.png) Nada Elkady October 7, 2026 · 6 min read “Does that make sense?” I’d bet you’ve heard that before. Maybe way too many times than you would’ve liked. Maybe each time you heard it felt like nails on a chalkboard - painful to listen to and not likely to be followed up by anything other than silence. And maybe you’ve said it yourself. For some people, it’s practically a filler phrase. It gets tacked onto the end of an explanation the way some folks add “right?” “you know?” or “am I right?” Most of the time, there’s probably no bad intention behind it. But in a work setting, especially when it’s coming from a leader, “Does that make sense?” may not do what you think it does. ## It doesn’t actually check for understanding Most of the time, “Does that make sense?” is rhetorical. The expected answer is yes. So people nod, they stay quiet, and the meeting moves on. But that doesn’t tell you what anyone understood. It doesn’t tell you whether they interpreted the information the way you intended, whether they see how it affects their work, or whether they have the context they need to take action. It only tells you that nobody interrupted the flow of the meeting. Silence is not evidence of shared understanding. In fact, it rarely ever is. ## It can make people feel stupid There’s also a subtle judgment built into the question. *Does that make sense?* The implication can be that what you said already makes sense and the listener is simply being asked to confirm it. But what if it *doesn't* make sense to them? Do they admit that in front of everyone? Do they risk appearing slow, uninformed, difficult, or the only person in the room who didn’t get it? Will speaking up expose them to embarrassment or another negative consequence? Depending on your tone and the relationship, the question can land less like a genuine question seeking understanding and more like, “You followed that, right?” ## Hierarchy changes how the question lands If the person asking the question, “Does that make sense?” is the CEO, an executive, or someone else with more organizational power than the people answering, it changes the dynamic entirely. [Research on employee voice](https://www.library.hbs.edu/working-knowledge/do-i-dare-say-something) has found that people consider several things before saying anything - the interpersonal risk of speaking up, whether saying something will make any difference, and the level of hierarchy involved. So when a CEO finishes explaining a decision and asks, “Does that make sense?” an employee isn’t only wondering whether they understand. They’re also thinking - *Crap. Will I make the CEO look bad by questioning this?* *Will I look stupid?* *Will they become defensive?* *Will people be pissed I said anything?* *Is this a real question or are we supposed to move on?* That doesn’t mean the CEO intended any of that. Motive isn’t the issue here. The issue is to notice what the question may produce if you ask it. Used repeatedly, it can give people evidence that your explanations are supposed to be accepted, not examined. Over time, [they may learn](https://methodorum.com/blog/how-leaders-build-trust) to keep their confusion, questions, and concerns to themselves. And a team that learns to stay quiet around its leaders isn’t going to become a [high-performing team.](https://methodorum.com/blog/actionable-habits-of-high-performing-teams) ## Ask an open-ended question that can give you an answer If you genuinely want to know [what people understood](https://methodorum.com/blog/how-to-communicate-change-to-your-team) (and I hope you do), ask something open-ended instead like - - What are your thoughts on that? - What are your main takeaways? - What questions or concerns does this raise? - What do you think will change as a result? - What information do you still need before you can move forward? Of course these kinds of questions don’t ensure honesty. People still have to decide whether it’s safe and worthwhile to answer. But at least with an open-ended question, you give them somewhere to go besides yes or no. You can also follow-up individually afterward to check what they understood, invite feedback, and make sure they have what they need to do their jobs well. And then you have to pay attention to what you do with their responses. Asking for questions and becoming defensive when someone has will teach the room far more about you (and the unspoken rules of how things get done) than the question itself. ## What to do if you’re on the receiving end If you’re the one hearing, “Does that make sense?” and it doesn’t - or if you simply need more information - you don’t necessarily have to respond with a blunt “No.” Depending on the relationship, the context, and what feels workable, you might say something like: *I think so. Can you help me understand a little more about what you mean by X?* *Yes, and I have a question about how X will affect Y.* *My main takeaway is that we’re changing X. Am I understanding that correctly?* If you don’t feel comfortable asking in front of everyone (or believe doing so would put you at risk), you can follow up privately after the meeting and say something like - *Hey, quick question about what you shared earlier - can you help me understand how X will affect Y?* A boss once told me that making other people look good is social currency inside an organization. That stuck with me because early in my career, I was so focused on the work that I frequently overlooked the social and human dynamics surrounding it. You don’t have to embarrass someone or put them on the spot to get the clarity you need. And you don’t have to sacrifice your understanding to protect their image either. I’m also not suggesting that the listener should carry the responsibility for creating shared understanding. Encouraging you to navigate the situation in one of these ways is simply a reminder that you still have agency and that [influence can travel upward](https://methodorum.com/blog/how-to-manage-up-effectively). You can choose to take action that may improve your understanding and influence what happens next. And if “Does that make sense?” is one of your habitual phrases, no need to beat yourself up about it. Just start catching yourself when you say it. Then swap it for an open-ended question that actually seeks to understand. Because if you genuinely want to know what people heard, ask something they can’t answer with a polite nod. ![Preview of the High-Performance Habits Checklist](https://methodorum.com/hubfs/resources-thumb-habits-checklist.png) Free checklist ### The High-Performance Habits Checklist Take inventory of 27 observable habits that shape how your team sees, relates, works, and adapts. - 27 habits, 4 layers - Questions and examples - Space for your notes - Use solo or as a team [Get the free checklist →](https://methodorum.com/high-performing-team-habits-checklist)   #### Get new posts by email Practical ideas on leading yourself and your team. Unsubscribe anytime. In this post #### Get new posts by email Practical ideas on leading yourself and your team. Unsubscribe anytime. 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