Please, Kill the Adjectives

Parekhit Bhattacharjee:

When things go sideways, whether it’s a product delay, a market shift, or a sudden PR stumble, the corporate reflex is to reach for the ‘big book of adjectives’. It’s a defense mechanism. We suddenly become deeply committed, unwaveringly transparent, and robustly resilient. It feels safe. It feels professional. But to the person reading it? Sounds like a siren blaring that you’re hiding something. 

I’ve always believed that in a crisis, adjectives are just fancy wallpaper used to hide a crack in the foundation. If you’re in the middle of a storm, people don’t want to hear how heartfelt your concern is. They aren’t looking for a mood. They want a map. They want to know what you’re doing right now, and what happens next. 

Here’s the thing about adjectives: they’re slippery. Robust means one thing to a company and something completely different to its frustrated customer. Soon isn’t a timestamp. These words are linguistic fluff. They take up space but carry no weight. 

The most powerful tool in a communicator’s kit isn’t a thesaurus; it’s a simple verb. Verbs are active. They represent movement, muscle, and, most importantly, accountability. They don’t ask for permission to be believed; they simply state what is happening. 

Consider the difference: 

• The adjective approach: “We are deeply sorry for this unfortunate and unexpected delay and remain committed to our valued users.” Passive. Defensive. Honestly, a bit boring.
• The verb approach: “We missed our deadline. We paused the launch, identified the bug, and will ship the update on Tuesday.” Active. Clear. Carries authority.

Precision is the best antidote to panic. If your explanation needs five adjectives to sound convincing, it probably isn’t convincing. When we pile on the descriptors, we’re usually trying to convince ourselves as much as our audience.

Next time you’re drafting a difficult message, try this: delete every single adjective. Look at what’s left. If the truth can’t stand on its own without the unwavering and the proactive, you don’t have a communication problem. You have a strategy problem.

Trust isn’t built with flowery language or synergistic fluff. It’s built by being clear, being direct, and letting your actions do the heavy lifting. In 2026, the most radical thing a brand can do is simply say what they’re doing. No decoration required.

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Parekhit Bhattacharjee leads global communications for Logitech’s Core Product Category, shaping narratives that connect business priorities with culture and audiences across the world.