Autumn is almost here … or should we say fall? 🍁

Both words are correct. Fall is more common in American English, while autumn is more common in British English.

Let’s learn 10 natural autumn phrases and questions for conversations with international colleagues and clients.

How do you start a conversation about autumn in English?

The easiest way is to ask how the season is changing where the other person lives:

Is it starting to feel like fall where you are?

Is September still warm in your city?

Has the weather changed much lately?

These questions work particularly well before an online meeting. They’re more interesting than another “How are you?”, but not so personal that everyone suddenly pretends their microphone has stopped working :)

🍂 Useful autumn vocabulary:

• crisp = pleasantly cool and fresh

• chilly = slightly and uncomfortably cold

• mild = neither very hot nor very cold

• to cool down = to become less hot

How can you talk about returning to work after summer?

For many professionals, September feels like a second New Year. Summer vacations are ending and calendars are filling up.

You could ask:

Are things getting busier for your team?

Do you have a busy fall ahead?

Have you gotten back into your usual routine yet?

*To get back into a routine means to return to your regular habits after a break.

You can also use get back into the swing of things (= become comfortable with your usual activities again):

It took me a few days to get back into the swing of things after my vacation.

How do you ask about someone’s autumn plans?

Talking about upcoming plans is an easy way to move the conversation beyond the weather.

Try these questions:

Do you have anything planned for the fall?

Is there anything you’re looking forward to this season?

Are you attending any conferences this fall?

Remember: The best small talk feels like a conversation, not an interview. Ask a question, listen to the answer, and share something of your own.

You don’t need a clever story or a perfect joke to start a conversation.

Sometimes one simple question is enough:

— “Is it starting to feel like fall where you are?”

And if the answer is “No, it’s still 30°C here,” that’s a conversation starter too!

Want to communicate more naturally and confidently at work? Explore English For IT™ courses created for professionals working in tech, business, and international teams.

Use promo code WELCOME to get 10% off all our courses & e-books.

Let’s explore 10 powerful phrases that will help you enhance your proactive communication skills.

1. I’m running (some duration of time) late.

When running late, it is essential to give others a heads-up (= advance notice) about it to show respect for their time.

Sorry, something urgent came up and I am running about 10 minutes late. We could start a bit later if that works for you or reschedule for another time. Once again, apologies for the inconvenience.

2. (I wanted to give you) a heads-up about

Speaking of giving a heads-up, this is something you need to do on an ongoing basis. Feel free to use this phrase when you have some updates or announcements to share.

Wanted to give you a heads-up regarding the server maintenance scheduled for this Friday at 10 PM. It might affect your access to the database so be sure to plan your activities accordingly.

3. Please note,

This phrase is synonymous with the previous but is slightly more formal.

Please note, our office will be closed on Monday, July 15th, for a company-wide training session.

4. Just so you’re aware…

Another good semi-formal phrase to inform people about changes or updates.

Just so you’re aware, the project deadline has been moved up by two days.

5. I might need to…

This is a great phrase for letting people know about your intentions. Saying “I might need to…” means that you are considering a course of action, but you are not yet certain about it. This phrase leaves room for (= allow opportunity for) flexibility based on new information or decisions.

I might need to format the servers in order for this to work so it may take longer than usual.

6. So far, I have…

Being a proactive communicator means not only keeping people informed about plans and changes for the future but also keeping them updated on what you have done so far. This way, you can address potential questions and avoid back-and-forth (= long exchange of messages).

I may need your help with running the update. So far, I have merged the code and initiated the deployment process. However, I encountered an unexpected issue that requires further troubleshooting.

7. I’m going to go ahead and (do something) if that’s ok.

As a proactive communicator, you may want to get approval from your team before you do a certain action that may impact everyone.

I’m going to go ahead and run the update if that’s ok.

8. Thanks, working on it!

This is a good phrase to let someone know you’ve received their message and are actively addressing this concern or task.

- The menu stopped working on mobile.

- Thanks, working on it!

9. (I) Will look into it (specific time)!

If you can’t deal with a task or request right away, the polite thing to do is let people know when you’ll be able to take it on.

Thanks for reporting the issue! I will look into it tomorrow.

10. Thanks for letting me know! I will get back to you by/in/within (some time).

If you can’t address a non-urgent question or request, be sure to respond within 24 hours and acknowledge that you’ve received the message and are going to provide a more detailed response later.

- The client pointed out an inconsistency in the contract.

- Thanks for letting me know. I will review it and get back to you by the end of the week.

Want to learn more useful phrases for professional communication, improve your grammar, and strengthen your speaking skills? Take our quick course English For Tech Lite.

1. I love it!

Say this when you really like something. It’s enthusiastic, friendly, and works great when you want to encourage someone.

“I love it! The new color scheme looks modern and easy on the eyes.”

2. That’s pretty good

This one’s positive, but not too strong. It’s like saying, “Nice work!” — but there’s still room to improve.

“That’s pretty good — maybe just tidy up the spacing on the buttons.”

3. Great job (doing something)

This feels more genuine than just “Great job!” and tells the other person exactly what they did well. Note that we use a gerund (-ing form) after this phrase.

“Great job simplifying the logic in that function — it’s much easier to read now.”

4. That’s a good start

Be careful! This sounds positive, but it usually means there’s more work to do. This phrase is often used to give constructive feedback on early versions or first drafts.

“That’s a good start — we’ll need to add some test coverage before merging.”

5. I’m not sure about…

Use this when you’re gently raising a concern or questioning something. It softens the feedback and invites discussion.

“I’m not sure about having two modals open at once — could get confusing for users.”

6. I’d love to see…

Use this when you’re suggesting something new in a friendly way.

“I’d love to see some tooltips for the icons — it’s not clear what they all do.”

7. Consider (+ gerund)

A polite way to give advice or share an idea. Note that this phrase is also followed by a gerund.

“Consider breaking this into two components to make it easier to manage.”

8. You might want to…

This phrase is soft and polite. It gives advice without assuming you’re the boss of anyone.

“You might want to double-check the layout on mobile — it looks a bit off on my screen.”

9. One thing I would change is…

Instead of pointing out lots of issues at once, this keeps it focused. Just one clear suggestion.

“One thing I would change is the alert color — it blends in too much with the background.”

10. Does that make sense?

Use this at the end of your feedback to check if everyone understands or agrees with your comments.

“We’ll separate the logic into a service file and reuse it across pages. Does that make sense?”

Good feedback isn’t about being perfect — it’s about being helpful. And the more you practice these phrases, the easier they’ll come when you need them.

Give a few of them a try this week — and see how your feedback lands!

Learn how to give feedback and communicate in English professionally with our course English For IT: Communication.

Here are English For IT’s top ten book recommendations for professionals from all backgrounds.

This list includes both world-renowned (= very famous) bestsellers and hidden gems. Along with book descriptions, we have also included wisdom nuggets (= bite-sized advice) in the form of quotes so that you can learn useful vocabulary and get a better sense of what each book is about.

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1. The Culture Map by Erin Meyer

A must-read book for anyone who’s working with professionals from different cultures or simply curious about how different cultures view the world.

The Culture Map gives you a comprehensive (= very detailed) analysis of different countries across eight scales. These scales are visualized on a graph creating a literal map for each culture.

Here are a few intriguing thoughts from this book:

Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in (= based in) hierarchy

Millions of people work in global settings (= global environments) while viewing everything from their own cultural perspectives and assuming all differences, controversy (= public disagreement), and misunderstanding are rooted in (= based in) personality.

2. The Power of Habit by Charles Duhigg

This book dives deep into the science behind creating, breaking, and reshaping habits that drive our everyday behavior. Good habits ensure long-term success. Bad habits keep you stuck in a vicious cycle (= a continuous negative situation).

Here are a few bits of wisdom that can be gleaned (= noticed) from this book:

The Golden Rule of Habit Change: You can’t extinguish (= remove) a bad habit, you can only change it.

This is how willpower becomes a habit: by choosing a certain behavior ahead of time (= in advance).

In short, this book is packed with advice on how to make positive and lasting changes through building “habit loops”.

If you’d like to learn more about creating a healthy habit loop, check out Atomic Habits, another great book on the topic.

3. The Squiggly Career by Helen Tupper

With so many things being in a state of flux and so many industries going through rapid transformation every year, career planning becomes a challenging task.

Modern career journeys look less like a linear ladder and more...like a squiggle.

The Squiggly Career helps modern professionals embrace uncertainty while developing skills that will be in demand even in the most challenging of times. It also addresses common career conundrums (= problems) such as how to build a personal brand, achieve work-life balance, and find a mentor.

Here are a few snippets from the book:

We need to acknowledge and embrace a “work in progress” (= something that is not finished yet) mindset, appreciating that there is no point at which we will be “done” with our professional development.

Reflection (= careful thinking), self-awareness, and continual learning are now a career “must-do” rather than “nice-to-do”.

4. Crucial Conversations by Kerry Patterson and Co.

This book provides you with tools on how to conduct action-oriented conversations, mitigate (= manage) conflict, and be assertive while displaying emotional intelligence. It is a highly useful read for anyone wanting to step up (= improve) their communication and negotiation skills.

Here are a few interesting takeaways from the book:

Goals without deadlines aren’t goals; they’re merely (= only) directions.

People who are skilled at dialogue do their best to make it safe for everyone to add their meaning to the shared pool — even ideas that at first glance appear controversial, wrong, or at odds with (= disagreeing with) their own beliefs.

5. Hidden Potential by Adam Grant

Hidden Potential is a great book for anyone who wants to grow professionally but sometimes feels behind, stuck, or “not naturally talented” enough.

Adam Grant challenges the idea that success is mostly about raw talent. Instead, he focuses on character skills, learning systems, and the environments that help people improve.

This book is especially relevant for professionals who are changing careers, learning English for work, trying to become stronger communicators, or stepping into bigger roles.

Here are a few wisdom nuggets from this book:

• Your starting point does not define your ceiling (= the highest level you can reach).

• Progress depends not only on how hard you work, but also on how you learn.

• Growth is easier when you stop trying to prove yourself and start trying to improve yourself.

6. Emotional Intelligence by Daniel Goleman

Daniel Goleman is not just the author of this particular book. He is a psychologist who popularized the term “emotional intelligence”. Nowadays, emotional intelligence (or EQ) is recognized as one of the most crucial skills both in and outside the workplace.

This book is an in-depth (= detailed) study of what emotional intelligence is and how much it influences our behavior.

Here are a few interesting quotes from the book:

Many people with IQs of 160 work for people with IQs of 100, if the former have poor intrapersonal intelligence and the latter have a high one.

People’s beliefs about their abilities have a profound (= deep) effect on those abilities. People who have a sense of self-efficacy bounce back (= recover) from failures; they approach things in terms of how to handle them rather than worrying about what can go wrong.

7. Co-Intelligence by Ethan Mollick

This is one of the most relevant modern books for professionals working in the age of AI.

Co-Intelligence explores how to work with AI as a tool, assistant, coach, and thinking partner. It is a practical guide for understanding how AI can change the way we write, learn, brainstorm, make decisions, and solve problems.

This book is useful for professionals from almost any field because AI fluency (= the ability to work with AI effectively) is quickly becoming part of everyday work.

Here are a few important takeaways from this book:

• AI works best when humans stay actively involved and do not blindly trust the output.

• To understand what AI can and cannot do, you need to experiment with it in real tasks.

• The professionals who benefit most from AI are not necessarily the most technical ones. They are often the ones who know how to ask better questions, evaluate answers, and use their judgment.

In short, this book helps you stop thinking about AI as a threat and start thinking about it as a new workplace skill.

8. Dare to Lead by Brené Brown

This book is a worthwhile read not only for professionals in a leadership role but also for people who seek to understand and apply self-leadership.

“Dare to Lead” dives into the topics of encouraging risks, asking questions, and embracing vulnerability to become a more effective leader.

Here are a few wisdom thoughts from the book:

The courage to be vulnerable is not about winning or losing, it’s about the courage to show up when you can’t predict or control the outcome.

It turns out that trust is earned in the smallest of moments. It is earned through paying attention, listening, and gestures of genuine care and connection.

9. Thanks for the Feedback by Douglas Stone and Sheila Heen

We crave self-improvement but getting “negative” feedback often hurts which makes it difficult for us to learn from it. “Thanks for the Feedback” tackles this conflict, offering a framework to approach all types of feedback, from casual remarks to formal reviews, with a curious and open mind.

Here are a few good ideas from this book:

Explicit disagreement is better than implicit misunderstanding.

Feedback-seeking behavior has been linked to higher job satisfaction, greater creativity on the job, faster adaptation in a new organization or role, and lower turnover. And seeking out (= looking for) negative feedback is associated with higher performance ratings.

10. Contagious: Why Things Catch On

This extremely entertaining book explores what makes certain products and ideas contagious (= widespread) and why they catch on (= become popular).

It is a great read for everyone who works in marketing and PR. However, even if you’re not a marketer, this book is still worth reading, especially if you’re interested in psychology and American culture.

Here are a few fun quotes from this book:

Word of mouth (= advertising through informal conversations) is more effective than traditional advertising for two key reasons. First, it’s more persuasive.

Top of mind (= something that is easily remembered) leads to tip of tongue (= something people talk about).

Don’t Miss Out: Not Just English Event Series

This July, we’re doing a series of special online events to help you improve your communication skills beyond just English.

Join industry experts from all over the world to discuss

• successful AI adoption

• AI’s impact on language learning

• leadership in the modern era

• and much more.

Participation is free. Sign up here:

Join Not Just English

We start this week!

One thing has come to the forefront (= become especially clear).

Having “great English” is no longer enough

Of course, English still matters. You need the vocabulary. You need the grammar. You need the useful phrases that help you sound natural at work.

If you’re part of our learning community, you know we love teaching all of that.

In fact, sneaking useful fixed phrases into everything we write (= adding them naturally, so they become part of the learning experience) has become one of our trademarks.

But while learning English is not obsolete, it is definitely evolving.

AI has made communication faster. But it has also created new challenges

Now our communication needs to be more precise and efficient. At the same time, it still needs empathy and human touch.

That’s why we wanted to create something that goes beyond grammar, vocabulary, and “better English.”

That’s the idea behind Not Just English, our free July live series on communication at work in tech.

What is Not Just English?

Not Just English is a free live series by English For IT™ for tech professionals, HR and L&D teams, team leads, managers, and anyone who works in international tech environments.

For one month, we’ll meet for four live sessions focused on one practical communication upgrade.

Each session will be led by a different expert from the English For IT™ team: teachers, soft skills coaches, communication trainers, and people who work with tech professionals every day.

What we’ll talk about

1. Make Claude Code Your Language Coach

A practical session with a tech professional on using Claude Code as a smarter language-learning partner.

We’ll look at how AI tools can help you improve your English in a more personalized, work-focused way.

Led by: Karuna Krishnasamy, Team Lead with 10+ years in tech.

2. How to Detect AI in English

AI English often sounds smooth, safe, and suspiciously balanced.

In this session, we’ll talk about how to spot AI-generated English and why it matters if you want your writing to sound more human, specific, and credible.

Led by: James Templeton, English & Soft Skills Coach.

3. AI Fluency and Human Skills for Teams

This session is for HR, L&D, team leads, and managers who are thinking about what communication skills teams need now.

AI can help people write faster.
But it doesn’t automatically help them communicate better.

We’ll talk about the human skills teams need to work better with AI and with each other.

Led by: Anna Gandrabura, Founder of English For IT™.

4. Leadership Through Language

Leadership is not only what you do.

It’s also how your words make people trust, follow, and act.

In this session, we’ll look at the language of leadership: how strong communicators create clarity, reduce confusion, build trust, and move people forward.

Led by: Julia Trypolska, CEO of English For IT™.

What to expect

This is not a formal lecture series.

It’s a practical, useful, and very human conversation about English, communication, AI, and the workplace.

You can expect:

• clear examples,

• real workplace situations,

• practical language ideas,

• expert perspectives from the English For IT™ team,

• and useful takeaways you can apply in your work right away.

Join us in July

Not Just English is free to attend.

• One month.

• Four live sessions.

• One practical communication upgrade.

Join us this July and let’s talk about what it really takes to communicate well at work in tech.

Join For Free

You take a look at it and realize it’s not quite there yet (= not good enough or not ready yet).

Now you need to ask them to redo part of it.

Why it’s hard:

Asking someone to redo work can sound harsh if you say it too directly.

“Can you redo this?”

“This part is wrong.”

“You need to fix it.”

Even if the feedback is true, the tone can make the other person feel embarrassed or defensive.

The goal is to be clear about what needs to change without making it sound personal.

Here are a few phrases you can use.

When the work feels rushed

“I think this needs another pass before we share it. Take a bit more time with [specific part].”

For example:

“I think this needs another pass before we share it. Take a bit more time with the examples so they match the feature more closely.”

Another pass (= another round of review or improvement) sounds more natural than “redo this.”

It also gives the person a clear signal: this is not ready yet.

When something is missing

“This is a good start. Could you add [missing part] so we have the full picture?”

For example:

“This is a good start. Could you add the stats about user impact so we have the full picture?”

The full picture (= all the important information needed to understand something) is useful when someone’s work is incomplete.

When the work doesn’t match the goal

“I think we need to adjust this so it lines up with [goal/requirement].”

For example:

“I think we need to adjust this so it lines up with the client’s latest request.”

Line up with (= match or fit) is a very useful phrase for feedback.

Use it when the work is not wrong in general, but it doesn’t match the current goal, requirement, or direction.

Quick tip

When you ask someone to redo work, give them something specific to aim for.

A vague “Can you improve this?” or “I expected something different” usually leads to another weak version.

A clearer message sounds like:

“Could you take another pass at this? The hierarchy isn’t clear yet, especially between the title and the CTA.”

A special announcement

This July, we’re doing a series of special online events to help you improve your communication skills beyond just English.

Join industry experts from all over the world to discuss

• successful AI adoption

• AI’s impact on language learning

• leadership in the modern era

• and much more.

Participation is free. Sign up here:

Join Not Just English

Now it’s time to bring up (= start talking about) an even bigger topic: promotions.

Here are a few phrases that can make asking for a promotion less intimidating.

When you want to open the conversation

“I’d like to set up some time to talk about my growth path.”

For example:

“Hi Anna, I’d like to set up some time to talk about my growth path and what it would take to move to the next level. Would you have 30 minutes sometime next week?”

Growth path (= the next steps in your professional development) is a useful phrase because it makes the conversation about progress, not just a title.

It also gives your manager time to prepare, which is better than bringing it up randomly at the end of another meeting.

When you want to mention your increased responsibilities

“Over the past [time period], my role has grown quite a bit. I’ve been [responsibility], [responsibility], and [impact]. I’d like to discuss whether I’m ready for the next level.”

For example:

“Over the past six months, my role has grown quite a bit. I’ve been leading release communication, handling more client-facing updates, and supporting urgent issues when they come up. I’d like to discuss whether I’m ready for the next level.”

My role has grown is a strong phrase that helps you make a case for yourself.

It shows that the scope of your work has changed, which is usually relevant in a promotion conversation.

When you want feedback on your readiness

“I’d appreciate your honest feedback on where I stand right now and what gaps I should focus on.”

For example:

“I’d appreciate your honest feedback on where I stand right now and what gaps I should focus on before the next review cycle.”

Where I stand (= what my current situation or position is) is useful when you want a clear answer.

It helps you understand whether your manager sees you as close to promotion, not ready yet, or somewhere in between.

When you want to turn the conversation into a plan

“If promotion isn’t realistic right now, could we agree on a clear plan for what I should work on next?”

For example:

“If promotion isn’t realistic right now, could we agree on a clear plan for what I should work on next over the next three months?”

This phrase is important because hearing “not now” should not end the conversation.

If the answer is no, your next goal is clarity.

You want to know what needs to change, what timeline makes sense, and how progress will be measured.

Common mistakes to avoid

Don’t say:

“I think I deserve a promotion.”

Say:

“I’d like to discuss whether I’m ready for the next level.”

Don’t say:

“I’ve been working really hard.”

Say:

“My role has grown quite a bit over the past few months.”

Don’t say:

“When can I get promoted?”

Say:

“What would need to happen for me to be considered for a promotion?”

Suddenly, your schedule is thrown off (= your plan or timing is disrupted), and you can’t make that time anymore.

Now you need to reschedule.

Why it’s hard:

Rescheduling a meeting sounds simple, but the wording can get awkward fast, especially if you need to do it quickly.

The good news: you only need a few clean phrases.

Here are a few scripts you can use. Choose one that best fits your situation and use it next time you need to push back (= reschedule for a later time) or move up (= reschedule for an earlier time) a meeting.

When you need to move the meeting to another time

“Could we move our meeting to [new time/date]?”

For example:

“Could we move our meeting to Thursday at 2 pm?”

This is the simplest professional phrase.

Use move the meeting to, not reschedule on.

Common mistake:

“Can we reschedule on Thursday?”

Better:

“Can we reschedule for Thursday?”

Or:

“Could we move the meeting to Thursday?”

When you’re running a few minutes late

“I’m running about 5 minutes late. I’ll join as soon as I can.”

For example:

“I’m running about 5 minutes late. I’ll join as soon as I can.”

Don’t say:

“I’ll be late for 5 minutes.”

Say:

“I’m running 5 minutes late.”

Run late (= be later than planned) is the natural phrase native speakers use.

This works well when the meeting can still happen, but you need to let people know you won’t join exactly on time.

If you are more than 10 to 15 minutes late, it’s usually better to offer to reschedule.

When you need to reschedule because of something urgent

“Something urgent has come up. Could we move our meeting to [new time/date]?”

For example:

“Something urgent has come up. Could we move our meeting to tomorrow morning?”

Come up (= happen unexpectedly) is a very useful workplace phrase.

You don’t always need to explain the full reason.

In many work situations, a short reason plus a clear new option is enough.

This keeps the message polite without turning it into a long personal story.

When you need to reschedule a client meeting

“I’m sorry for the short notice, but we’ll need to move today’s meeting. Would [new time/date] work on your side?”

For example:

“I’m sorry for the short notice, but we’ll need to move today’s meeting. Would tomorrow at 10 work on your side?”

Short notice (= not much warning before something happens) is a very useful phrase.

Use it when you reschedule close to the meeting time.

It shows that you understand the timing is not ideal.

Also, on your side is a natural workplace phrase when checking someone else’s availability.

“Would Friday work on your side?” = Would Friday work for you or your team?

Final tip

A few more useful phrases to know:

Make a meeting = attend a meeting
“I won’t be able to make the meeting today.”

Shift things around = change your schedule to make time for something
“I can shift a few things around and make 3 pm work.”

Have availability = have free time in your schedule
“Do you have any availability later this week?”

If you want to learn how to handle common work situations specific to your work, check out our course English For Tech.

See course program

You can see why they came to you, but it sits outside your area (= it’s not part of your responsibilities or expertise).

And now you need to say that without actually saying something like:

“This is not my problem.”

Why it’s hard:

Saying something is not your responsibility can sound cold if you say it too directly.

But taking it on when it doesn’t really belong to you can create confusion later.

Sometimes, the most helpful thing is to point people in the right direction.

Here are a few phrases you can use.

When the task belongs to another team

“I don’t think my team owns this, but I believe [team/person] would be the right place to check.”

For example:

“I don’t think my team owns this, but I believe the billing team would be the right place to check.”

This sounds much better than “That’s not my responsibility.”

When you can help with part of it, but not all of it

“I can help with [part], but [other part] would need to come from [team/person].”

For example:

“I can help with the client-facing message, but the final timeline would need to come from product.”

This phrase is useful because it separates what you can do from what you can’t do.

It also prevents people from assuming you’re taking ownership of the whole thing.

When someone asks you for a decision you can’t make

“I can share context, but I’m not the right person to make the final call on this.”

For example:

“I can share context from the client call, but I’m not the right person to make the final call on the release date.”

Make the final call (= make the final decision) is a very useful workplace phrase.

It helps you explain that you can contribute information, but someone else needs to decide.

When you want to be direct but still polite

“I’m afraid this sits outside my area, but I can point you to the right person.”

For example:

“I’m afraid this sits outside my area, but I can point you to the right person. I think Anna from finance would be the best contact.”

Sits outside my area (= is not part of my responsibilities or expertise) sounds more professional than “This isn’t my job.”

Use it when you need a clear boundary, but still want to stay helpful.

That’s what a lot of non-native professionals say. But the truth is a bit different.

The real problem is often that you don’t know what to say under time pressure.

This is where phrases come in handy.

Specifically, the phrases native speakers use to navigate 90% of common work situations.

Without further ado (= without any more delay), here are 10 useful workplace phrases you can start using right away that will make the biggest difference to how clear and professional you sound at work.

1. “Just to make sure I understood correctly…”

Use this when you want to check your understanding without saying, “I don’t understand.”

For example:

“Just to make sure I understood correctly, you’d like me to update the client message before Friday, right?”

This phrase is useful because it makes clarification sound professional.

2. “Could you help me understand…?”

Use this when something is unclear and you need more context.

For example:

“Could you help me understand what our main goal is here?”

Tip: This is an indirect question.

After phrases like “Could you help me understand…”, we use normal word order:

what our main goal is

Not:

what is our main goal

So the structure is:

Could you help me understand + question word + subject + verb

More examples:

Could you help me understand what the priority is?

Could you help me understand why this changed?

3. “I wanted to flag…”

Use this when you need to mention a risk, problem, or important detail early.

For example:

“I wanted to flag that the timeline may be tight if we add another round of changes.”

Flag something (= point out something important so people notice it) is one of the most useful phrases in professional English.

It sounds calm, not dramatic.

4. “One thing to keep in mind is…”

Use this when you want to add context, a limitation, or a small warning.

For example:

“One thing to keep in mind is that we tested this with a small group of users, so we may need more data before making a final decision.”

This phrase helps you sound thoughtful.

It’s especially useful when you don’t want to disagree directly, but you do want people to consider an important detail.

5. “This means…”

Use this when you want to explain the impact of your work.

For example:

“Support questions went down by 20%. This means the support team will have fewer payment-related issues to handle during launch week.”

This means… is simple, but underrated.

It helps you connect the result to the business impact.

Without this phrase, your update can sound like random information.

6. “What would be the best way forward?”

Use this when you want to move a conversation toward a decision.

For example:

“We have two possible options here. What would be the best way forward?”

The best way forward (= the best next step) is useful when a conversation feels stuck.

It’s a better way of saying “What should we do next?”

7. “I see where you’re coming from.”

Use this when you want to show that you understand someone’s point, even if you don’t fully agree.

For example:

“I see where you’re coming from. My concern is that adding this now could delay the release.”

I see where you’re coming from (= I understand the reason behind your opinion) is perfect for polite disagreement.

It helps you sound open, not defensive.

8. “That makes sense.”

Use this when you agree with feedback or want to show that you understand the point.

For example:

“That makes sense. I’ll adjust the first slide so the problem is clearer before we show the solution.”

This phrase looks simple, but it does a lot.

Native speakers often use it as a bridge. It shows that you heard the feedback, accepted the point, and are ready to move forward.

9. “To keep this on track…”

Use this when you need to protect a timeline, meeting, or project.

For example:

“To keep this on track, could you send all remaining feedback by Thursday morning?”

Keep something on track (= make sure something stays close to the plan) is useful when you need to set a boundary without sounding harsh.

10. “I’ll get back to you by…”

Use this when you don’t have the answer yet, but you want to sound reliable.

For example:

“I’ll check this with engineering after the call and get back to you by 4 pm.”

Get back to you (= reply later with an answer or update) is a must-have phrase for work.

It helps you avoid guessing, overpromising, or saying “I don’t know” with no next step.

Final tip

Don’t try to memorize all 10 phrases at once.

Choose two or three that match your real work situations.

Use them in your next meeting, message, or client call.

Asking “Do you have any feedback for me?” often gets you a very general answer:

If you want useful feedback, you need to narrow it down (= make the question more specific).

Instead of asking for feedback on everything, ask about one skill, one situation, or one recent piece of work.

Here are a few phrases you can use.

When you want feedback on your overall performance

“I’d really appreciate your feedback on how I’m doing so far. Is there anything I should keep doing, stop doing, or improve?”

For example:

“I’d really appreciate your feedback on how I’m doing so far. Is there anything I should keep doing, stop doing, or improve in the way I handle client updates?”

This question is useful because it gives your manager a structure.

Instead of asking “Any feedback?”, you give them three clear directions:

what is working, what is not helping, and what could be better.

When you want feedback on one specific skill

“I’m trying to improve my [skill]. Is there anything you’ve noticed that I could work on?”

For example:

“I’m trying to improve my meeting communication. Is there anything you’ve noticed that I could work on?”

Work on something (= try to improve something) is a simple and very useful phrase for development conversations.

This sounds better than:

“What am I bad at?”

It keeps the conversation focused on growth, not judgment.

When you want feedback after a specific task

“Could you share one thing that worked well and one thing I could improve next time?”

For example:

“Could you share one thing that worked well and one thing I could improve next time after that client call?”

This is one of the best feedback questions because it is easy to answer, and it prompts your manager to give you feedback you can act on (= use).

When the feedback is too vague

“Thanks, that’s helpful. Could you give me a specific example so I know what to focus on?”

For example:

“Thanks, that’s helpful. Could you give me a specific example so I know what to focus on next time?”

Specific example is a key phrase when feedback is too general.

If someone says “be more proactive,” “communicate more clearly,” or “take more ownership,” you need to know what that actually means in practice.

When you want to turn feedback into a plan

“What would be a good next step for me to work on?”

For example:

“Thanks, that makes sense. What would be a good next step for me to work on over the next few weeks?”

This phrase helps you end the conversation with action.

Feedback is useful only if you know what to do with it next.

Final tip

Don’t ask for feedback only once a year during a performance review.

Ask after real moments:

• after a client call

• after a presentation

• after finishing a difficult task

• after leading part of a meeting

That’s when feedback is fresh and specific.

The better your question, the better your feedback.

You don’t just need to say what you did. You need to get the main point across (= communicate the most important idea clearly).

Why it’s hard:

When people present results, they often start with too much background.

This weakens your presentation and makes it hard to follow.

So, here are a few useful phrases to help you present your results in a clear and structured way.

Choose one you like best and use it in your next meeting. And while you’re at it, why not share these phrases with a colleague?

Share

When you want to start with the main result

“The main takeaway is [result].”

For example:

“The main takeaway is that users completed the payment flow faster after we simplified the final step.”

Main takeaway (= the most important point people should remember) is a very useful phrase for presentations.

It helps you avoid starting with too many details.

When you want to explain what changed

“After [change/action], we saw [result].”

For example:

“After we updated the error message, we saw fewer support questions about failed payments.”

This phrase is useful because it connects the action to the result.

It shows what you did and what happened because of it.

When you want to explain the impact

“This matters because [impact].”

For example:

“This matters because fewer support questions means less pressure on the support team during launch week.”

You can also say:

This means…

Instead of just saying:

“Support questions went down.”

You explain why people should care:

“This means the support team will have fewer payment-related questions to handle during launch week.”

When you want to be honest about limits

“One thing to keep in mind is [limitation].”

For example:

“One thing to keep in mind is that we tested this with a small group of users, so we’ll need more data before making a final decision.”

One thing to keep in mind (= one important thing to remember) is useful when you need to add context without making the result sound weak.

It helps you sound honest and careful.

When you want to suggest a next step

“Based on this, I’d recommend [next step].”

For example:

“Based on this, I’d recommend keeping the shorter signup flow and testing it with a larger group next week.”

Based on this (= because of this information) helps you connect your recommendation to the result.

The result didn’t match what they expected. They feel like no one has been keeping them in the loop (= giving them regular updates).

Whatever caused the frustration, the tension is high, and you have to respond in real time.

Why it’s hard:

When someone sounds angry, your first instinct may be to defend the team, explain what happened, or correct the client immediately.

But on a call, tone matters as much as information.

If you jump into explanations too fast, the client may feel ignored.

The goal is to lower the temperature first, then move the conversation toward facts and next steps.

When the client says several things at once

“Could we take this one point at a time?”

For example:

“I want to make sure we don’t skip over anything. Could we take this one point at a time? Let’s start with the missing update first.”

One point at a time (= discussing one issue before moving to the next) is a useful phrase when the conversation feels messy or heated.

It helps you bring structure without sounding dismissive.

When you need to clarify the main issue

“Just so I’m clear, is the main concern [issue]?”

For example:

“Just so I’m clear, is the main concern the delay itself, or is there something else we should focus on first?”

This question is useful because angry clients often mix the problem, the impact, and the emotion in one message.

Before you solve anything, you need to understand what matters most to them.

When you need to avoid overpromising

“I want to check the details before I give you a firm answer. I’ll confirm this with [team/person] and get back to you by [time/date].”

For example:

“I want to check the details before I give you a firm answer. I’ll confirm this with engineering after the call and get back to you by 4 pm.”

A firm answer (= a clear answer you can stand behind) is useful when you don’t want to guess or promise too early.

This phrase sounds calm because it doesn’t reject the client’s request. It simply shows that you need to verify the facts before committing.

When the client is blaming the team

“I understand why this is frustrating. The most useful thing now is to agree on the next step.”

For example:

“I understand why this is frustrating. The most useful thing now is to agree on the next step. I can check what happened with the missing update and send you a clear summary after the call.”

The most useful thing now is… is a good phrase when the conversation is getting heated.

It helps you move the call away from blame and toward action without sounding cold or robotic.

When you need to close the call with a clear plan

“To recap, we’ll [action 1], [action 2], and send you an update by [time/date].”

For example:

“To recap, we’ll review the missing items, confirm the new timeline, and send you an update by tomorrow morning.”

To recap (= to summarize the main points) is a simple phrase that makes you sound calm and organized at the end of a difficult call.

It also makes sure everyone leaves with the same understanding.

Final tip

On an angry client call, start by getting control of the conversation.

If you can do that, you’re golden (= you’re in a good position).

Use this order:

1. Acknowledge the frustration.

2. Identify the main issue.

3. Confirm what you’ll do next and by when.

Everyone else already knows the context, the tools, the client, the risks, the history, and the “why” behind every decision.

You’re trying to catch up (= understand the project) without sounding lost.

Why it’s hard:

When you’re new to a project, it’s easy to either stay too quiet or ask very general questions.

But what you need to do is ask focused questions, confirm priorities, and show that you’re ready to get up to speed (= learn the important information quickly).

Here are a few useful template phrases to help you get the context you need with less friction.

When you want to understand the project quickly

“Could you give me a quick overview of where things stand right now?”

For example:

“Could you give me a quick overview of where things stand right now? I’d like to understand what’s already been decided and what still needs input.”

Where things stand (= the current situation or progress) is a very useful phrase when you join a project mid-way.

It helps you ask for context without sounding like you need every tiny detail.

When you want to understand your role

“Could we clarify what you’d like me to own on this project?”

For example:

“Could we clarify what you’d like me to own on this project? I want to make sure I’m focusing on the right parts from the start.”

Own something (= be responsible for something) is common in workplace English.

It sounds more confident than:

“What should I do?”

When you need the important background

“What context would be useful for me to know before I start?”

For example:

“What context would be useful for me to know before I start? I’d especially like to understand any client preferences or previous decisions that might affect the next version.”

This is a strong question because it shows good judgment.

When you want to confirm priorities

“What should I focus on first?”

For example:

“I’ve looked through the project notes. Could you help me understand what I should focus on first?”

This sounds confident because you’re not waiting passively.

You’ve already looked at the information, and now you’re checking the best next step.

When you want to show you’re ready to contribute

“I’ll review [something] first and come back with questions.”

For example:

“I’ll review the existing materials first and come back with questions. That should help me get up to speed faster.”

This phrase is simple, but it sends the right message.

At the time, it seemed realistic.

But then things moved (= the situation changed after the original plan).

Now you know you won’t make it.

Why it’s hard:

Negotiating a deadline can feel uncomfortable because it sounds like you’re admitting failure.

But in real work, timelines change.

The problem is not always the delay itself. The problem is waiting too long to communicate it.

A useful phrase here is “flag it early” (= mention a possible problem before it becomes serious).

If you know a deadline is at risk, don’t wait until the last minute.

Flag it early, explain the situation, and suggest a realistic next step.

Here’s how you can do it.

When you know the deadline is at risk

“I wanted to flag that [task] may take longer than expected. I’m currently working on [part], but [reason]. Could we move the deadline to [new time/date]?”

For example:

“I wanted to flag that the release notes may take longer than expected. I’m currently working on the final section, but I’m still waiting for confirmation from product. Could we move the deadline to Thursday morning?”

This phrase works because it gives the other person time to adjust.

May take longer than expected sounds calm and professional. It’s less dramatic than “I can’t finish this.”

When you need to explain the trade-off

“I can meet the original deadline, but it would mean [risk]. I’d recommend [new deadline] so we can [better outcome].”

For example:

“I can meet the original deadline, but it would mean skipping the final QA check. I’d recommend moving this to Friday morning so we can test the payment flow properly.”

Trade-off (= when choosing one thing means giving up or risking another thing) is the key idea here.

This phrase helps people understand that a deadline is not just a date. It affects quality, risk, and the team’s next steps.

When another priority caused the delay

“[Urgent task] took priority today, so I’m running behind on [original task]. I can send [part] by [time/date] and the final version by [time/date]. Would that work?”

For example:

“The client call prep took priority today, so I’m running behind on the prototype notes. I can send the first section by the end of the day and the final version by tomorrow afternoon. Would that work?”

Running behind (= being later than planned) is a useful phrase when you’re behind schedule but still working on the task.

This version is helpful because it gives two timelines: what the person can get now, and when they can expect the final version.

When the scope changed

“This is doable, but with the added changes, the original deadline is no longer realistic. Could we agree on [new deadline]?”

For example:

“This is doable, but with the added changes to the checkout flow, the original deadline is no longer realistic. Could we agree on next Wednesday instead?”

Doable (= possible to do) is useful because it keeps the tone positive.

You are not rejecting the work. You are making the timeline realistic.

Final tip

Don’t wait until the deadline has already passed.

The earlier you communicate, the more professional you sound.

A good deadline message has three parts:

what changed + what is realistic now + what you recommend

That’s how you turn a missed deadline into a clear plan.

Why it’s hard:

When people make a mistake at work, they often go in one of two directions.

They either say too little or they explain too much.

Neither option is ideal.

The goal is to take responsibility without spiraling (= losing control of your thoughts or emotions).

A good message has three parts:

what happened + what you’re doing now + how you’ll prevent it next time

Let’s see how you can use this principle in practice. Choose a phrase for your specific situation and use it next time you need to put out a fire (= fix an urgent issue).

When you missed something important

“I missed [specific detail]. I’m sorry about that. I’m fixing it now and will send an update by [time/date].”

For example:

“I missed the updated client requirement in the thread. I’m sorry about that. I’m fixing the user flow now and will send an update by 3 pm.”

“I missed (something)” sounds more professional than “I made a mistake".

It also shows the team exactly what happened, so they don’t have to guess.

When your mistake affects someone else’s work

“I realize this may affect [person/team/task]. I’ll [next step] so we can get this back on track.”

For example:

“I realize this may affect the QA timeline. I’ll update the test notes and send the corrected version this afternoon so we can get this back on track.”

Get something back on track (= return something to the original plan) is a useful phrase when a mistake has caused a delay or confusion.

It shifts the focus from the mistake to recovery.

When you misunderstood the request

“I misunderstood the request and focused on [wrong thing]. I’ll adjust this and make sure the next version reflects [correct thing].”

For example:

“I misunderstood the request and focused on the desktop version first. I’ll adjust this and make sure the next version reflects the mobile flow.”

Reflect [something] (= show or include something correctly) is useful when you’re talking about changes in a document, design, plan, or version.

When you want to prevent the same mistake next time

“Going forward, I’ll [new action] to make sure this doesn’t happen again.”

For example:

“Going forward, I’ll confirm the final requirements in the main thread before starting the next version.”

Going forward (= from now on) is a very common workplace phrase.

It shows that you’re not only fixing the current problem, but changing the process.

Final tip

Making a mistake is not the end of the world.

What matters is what you do next.

Don’t over-explain, or beat yourself up (= blame yourself) for one mistake.

Own it, fix what you can, and show the team what will change next time.

That’s usually what people remember.

Then another one.

Then another one.

Then, they start treating every request like it’s urgent.

You want to keep the client relationship intact (= protect it so it doesn’t get damaged).

But you also need to protect the timeline, the team, and your own focus.

Why it’s hard:

Setting boundaries can feel risky.

You don’t want to sound unhelpful. You don’t want the client to think you’re pushing back for no reason. So you keep saying yes.

But here’s the problem:

If you say yes to everything, the client may assume everything is possible.

That’s how scope creep happens.

Scope creep (= when a project slowly becomes bigger than originally agreed) is one of the biggest reasons client work gets messy.

That’s when you need useful phrases to reset expectations.

When the client asks for something outside the original scope

“Thanks for sending this over. This looks like an additional request, so we’ll need to check how it affects the timeline and scope before we confirm.”

This phrase is useful because it slows the conversation down before the client assumes the request is already approved.

Additional request sounds more professional than “extra work.”

It also gives you room to check three things before saying yes:

• scope (= what is included in the project)

• timeline (= when the work can realistically happen)

• priority (= what should come first)

That way, the boundary sounds practical, not personal.

When the client wants something too quickly

“We can definitely look into this. To do it properly, we’d need until [time/date]. Would that work on your side?”

For example:

“We can definitely look into this. To do it properly, we’d need until Thursday afternoon. Would that work on your side?”

When they keep adding small changes

“Happy to review these changes. To keep the project on track, could you send all remaining feedback in one message by [time/date]?”

To keep the project on track (= to make sure the project stays close to the plan) gives a reason for your request.

For example:

“Happy to review these changes. To keep the project on track, could you send all remaining feedback in one message by Friday morning?”

When you need to protect the team

“We want to make sure the team has enough time to do this properly. If we add this now, we may need to move [other task] to a later date.”

This phrase is useful because it makes the trade-off visible.

Trade-off (= when choosing one thing means giving up, delaying, or changing another thing) is the key idea here.

For example:

“We want to make sure the team has enough time to do this properly. If we add this now, we may need to move the final QA review to a later date.”

This helps the client understand the real cost of the request without making the message sound emotional.

If you’ve ever found it difficult to respond to it, this post is for you.

At work, how you respond to criticism can shape how people see you.

If you get defensive (= react as if you’re being attacked), the conversation becomes harder.

If you stay calm, ask questions, and show that you’re willing to improve, you sound much more professional.

Here are a few natural-sounding professional phrases that can help you respond to all sorts of criticism at work.

1. “Thanks for pointing that out.”

Use this when someone gives you feedback and you need a calm first response.

“Thanks for pointing that out. I’ll take another look.”

For example:

“Thanks for pointing that out. I’ll take another look at the slides and see what can be improved.”

Point something out (= mention something important) is a useful phrase for feedback conversations.

You can also say:

• I appreciate you pointing that out.

• Good point. Thanks for pointing that out.

• Thanks for pointing that out. I missed that detail.

• Thanks for pointing that out. I’ll fix it.

2. “Can you help me understand…?”

Use this to clarify and better understand the constructive feedback you get.

You can say:

“Can you help me understand what specifically didn’t work?”

For example:

“Can you help me understand what specifically didn’t work in the demo flow?”

This shows that you’re open to feedback, but you need something concrete to act on.

3. “That makes sense.”

This phrase looks simple, but it does something very important.

Native speakers often use “That makes sense” as a bridge to show that they understand and accept the feedback.

For example:

“That makes sense. In hindsight, we probably should have considered the empty state before finalizing the flow. I’ll keep that in mind for the next feature.”

This shows ownership (= shows that you’re taking responsibility for the next step).

Tip

But what if you actually disagree with the criticism?

Use these phrases:

• “I see your point. Can I add a bit of context here?”

For example:

“I see your point. Can I add a bit of context here? We chose this approach because the client asked us to keep the first version as simple as possible.”

• “I understand where you’re coming from, but I see it a bit differently.”

For example:

“I understand where you’re coming from, but I see it a bit differently. I think the current flow works well for new users because it gives them fewer choices at the start.”

Useful phrase: I understand where you’re coming from (= I understand what you mean).

• “That’s fair. My concern is…”

For example:

“That’s fair. My concern is that if we add this feature now, it may delay the release by another week.”

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Tell me more

You need to say something.

But you don’t want to sound harsh (= aggressive). You also don’t want to make the conversation awkward.

Why it’s hard: Giving negative feedback sounds straightforward (= simple) until you actually have to do it. Even native speakers struggle with it sometimes.

If your feedback is too soft, it can sound vague.

If you say it too bluntly (= too directly, without softening), you may offend or demotivate your colleague.

So, what do you say? Luckily, there are three very simple yet effective phrases you can use.

1. “I’ve noticed that…”

When you want to point out a specific issue without sounding too harsh.

“I’ve noticed that [specific issue]. I suggest [suggestion]. What do you think?”

For example:

“I’ve noticed that some of the test case names are a bit hard to scan. I suggest we group them by user action. What do you think?”

Tip

Don’t just use this phrase on its own.

Say:

I’ve noticed + what you noticed + a suggestion + space for their opinion

Not good:

I’ve noticed the team didn’t get an update in time.

Better:

“I’ve noticed the team didn’t get an update in time. Next time, could you send a quick heads-up as soon as the timeline changes? What do you think?”

2. “I feel like…”

Use this when you want to open up a conversation.

“I feel like [your concern].”

For example:

“I feel like a quick kickoff meeting would help before we start on this project. What do you think?”

The trick with I feel like… is that it sounds personal and open.

You’re saying:

“This is how I’m reading the situation. I’m open to your view too.”

That makes it easier for the other person to respond without getting defensive.

Other useful phrases here

• Best way forward

“I feel like the best way forward would be to test this with a small group of users before we make the final decision. What do you think?”

• We could benefit from…

“I feel like we could benefit from clearer ownership here, especially before the deadline gets closer. What do you think?”

• [Something] might help

“I feel like a quick alignment call might help before we send this to the client. What do you think?”

3. “Can I share…?”

Use this phrase to prepare the other person for feedback.

“Can I share one small suggestion?”

For example:

“Can I share one small suggestion? I’d turn this into two slides instead of one. There’s a lot of information on this screen.”

Other variations

• “Can I share one thought?”

• “Can I share an idea for the future?”

• “Can I suggest a small tweak?”

Simply asking for permission before you share feedback can make people much more willing to receive it.

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You want to tell your manager.

But you don’t want to sound like you can’t handle your job.

Why it’s hard: Non-native speakers often wait too long before saying anything.

But staying silent usually makes the problem worse.

That’s why you need phrases that help you explain the situation clearly, without sounding defensive.

Choose an option that works best for you and use it when you’re feeling swamped (= too busy).

The capacity option

Use this when you already have a full workload and someone adds more.

“I can take this on, but I’d need to push back [current task]. Does that make sense?”

For example:

“I can take this on, but I’d need to push back the API docs review. Does that make sense?”

At capacity (= already fully busy, with no extra space for more work) is another useful phrase here.

You can also say:

“I’m at capacity this week, so I’d need help adjusting priorities before I take this on.”

This is a good phrase because it shows the trade-off. Instead of refusing work, you set boundaries of what’s possible.

The focus-time option

Use this when meetings, messages, or interruptions are stopping you from finishing actual work.

“I’m finding it hard to make progress because my focus time is getting broken up. Could we look at what can be moved, delegated, or pushed back?”

For example:

“I’m finding it hard to make progress on the test cases because my focus time is getting broken up. Could we look at what can be moved, delegated, or pushed back?”

Focus time (= uninterrupted time for deep work) is useful when your problem is not just the amount of work, but the lack of space to do it properly.

The honest-but-calm option

Use this when you need to say clearly that the workload is becoming too much.

“I want to be honest: I’m feeling stretched right now, and I don’t want the quality of the work to drop.”

For example:

“I want to be honest: I’m feeling stretched right now, and I don’t want the quality of the release communication to drop. Could we quickly review what’s urgent this week and what can wait?”

Feeling stretched (= having too much to manage) sounds more professional than “I’m too busy” or “I don’t have time.”

It is honest, but still calm.

Action tip

Be factual. A good message has two parts:

current workload + clear ask

For example:

“I’m at capacity this week. I’m currently working on the demo script, release notes, and client update. Which one should I prioritize?”

If you want more practice with real workplace conversations like this, join Speak Ready, our free 5-day English speaking challenge for tech professionals which starts on June 19th.

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