Building trust, communication and belonging in high growth EdTech teams

Working inside an EdTech company often means operating in a world that moves at high speed. Teams expand, cultures blend, and people who were once individual contributors suddenly find themselves managing others. With this pace comes the real challenge of keeping communication grounded in empathy and clarity.

At RecruitHer, we see this dynamic every day. Brilliant people join brilliant organisations, but without intentional communication, even high performing teams can struggle. Misunderstandings creep in, expectations drift, or messages escalate emotionally because someone is dealing with stress at home or in the wider workplace.

Research shows how important this really is. According to Gallup, seventy percent of team engagement is influenced directly by the manager. McKinsey found that employees who feel genuinely included are three times more likely to be engaged and productive. Deloitte reports that inclusive teams outperform others by up to twenty percent. When you translate these numbers into the fast evolving EdTech landscape, the message is clear. Great communication is not a nice to have, it is essential for product quality, team cohesion and ultimately how learners experience your product.

This is why empathy is often the most underrated leadership skill. When a team member reacts abruptly, sends a heated message or withdraws from conversations, the issue is rarely about the work itself. Leaders who create space for a private conversation often uncover the real story and open a path back to trust. These moments of humanity shape how safe people feel showing up authentically, which directly affects creativity and performance.

Communication blocks also appear in another form. Someone sits on information, replies too briefly or leaves colleagues guessing. In situations like this, asking more questions is not always the answer. Asking better questions is. Good leaders know how to draw out the full picture with curiosity rather than pressure. This is even more important in EdTech where teams are often cross functional and cross cultural. Product and pedagogy teams think differently. Sales and engineering teams communicate differently. Bringing those perspectives together takes effort and skill.

New team members, especially those hired internationally, need room to settle before assumptions about their working style are made. McKinsey’s research shows that companies with diverse teams are twenty percent more likely to outperform financially. But diversity only works when leaders understand that different backgrounds shape communication. Feedback based on observed successes rather than assumptions creates psychological safety quickly and gives people the confidence to contribute fully.

Celebrating outcomes rather than styles also matters. Leaders who help colleagues reflect on what they achieved and why it matters unlock higher self belief. This is crucial in EdTech where innovation depends on teams feeling brave enough to experiment and honest enough to share concerns.

Although remote work is now normal, personal connection still plays a huge role in team cohesion. Stanford research shows that face to face interactions can reduce miscommunication significantly compared to digital communication. Even one in person touchpoint can improve trust levels in hybrid teams. These informal moments over coffee or during offsite sessions help people see each other as humans not job titles.

Authenticity is also part of an inclusive culture. When leaders share their own experiences appropriately, it signals safety for others to do the same. Deloitte found that organisations that encourage authenticity see higher retention across underrepresented groups. In EdTech, where many employees come from teaching or mission driven backgrounds, this ability to bring one’s full self to work strengthens culture and keeps companies connected to the needs of learners.

Ultimately, successful EdTech teams are built on more than product vision or technical excellence. They thrive on relationships, on the quality of everyday conversations, and on the willingness to pause and understand each other. High performing cultures are not created through strategy documents. They are created in the moments when someone chooses to listen, to clarify, to acknowledge, or to support.

Key Takeaways

Communication is the foundation of team performance
Seventy percent of engagement is driven by the manager. Leaders set the tone for clarity, empathy and trust.

Diverse teams require intentional understanding
Diverse teams outperform, but only when leaders stay curious about different communication styles and backgrounds.

Empathy prevents escalation
Private conversations and a willingness to understand the human behind the message build psychological safety.

Better questions unlock better collaboration
Great leaders do not interrogate. They invite insight, reflection and perspective.

In person interaction still matters
Even in a hybrid world, occasional face to face moments strengthen trust and reduce miscommunication.

Authenticity strengthens belonging
Leaders who show their human side create cultures where others feel safe to contribute fully.

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