Hi, my name is Drew, and I’m an overexplainer.

It’s true. My kids roll their eyes when I start going into “dad mode” about how literally anything works. My wife jokes about it whenever new friends are around. And at work? Well, let’s just say it’s a growth area I’ve been working on for years.

I overexplain because I care about being clear. I want to find the right answer and present it in a way that makes sense. The problem is, sometimes I bury the right answer under so many words that my audience can’t even find it.

So let’s talk about why we overexplain, the risks it creates, and how to start communicating in a way that’s clear enough without overwhelming people.

The Time I Overexplained at Work

Not long ago, I worked on a project that took me longer than it should have. By the time I presented it, I thought I had boiled everything down to just the essentials.

I carefully laid out the background, explained the options, and walked the decision-maker step by step through the reasoning. I thought I was being crystal clear.

Instead? He looked overwhelmed. Almost paralyzed by choice.

Thankfully, he ended up agreeing with my recommendation. But later, he went to the CEO and basically said, “I don’t really know what just happened—can you explain it to me?”

So I sent everything up the chain. And the CEO’s feedback hit me right between the eyes:

“You gave him way too much information. Boil it down to five key points. One line each on a spreadsheet. That’s all he needs.”

Ouch.

See, I would have wanted all the details. I’d want the spreadsheet tabs, the context, the reasoning. I’d still take the recommendation, but I’d feel better knowing how we got there. But not everyone wants or needs that. Some people just want the bottom line.

That was a reminder that my version of “clear” isn’t always clear for someone else.

Why We Overexplain

So why do we do it?

For me, it comes down to two fears:

1. Fear of being misunderstood. If I say everything, surely you’ll catch what I mean somewhere in there, right?
2. Fear of looking incompetent. If I show all the work, you’ll see that I did my homework and that I’m reliable.

At the root, overexplaining is about insecurity. It’s about trying to protect ourselves from being wrong, or from people thinking we don’t know enough.

But here’s the irony: overexplaining often makes us look less competent, not more.

The Risks of Overexplaining

When we overexplain, here’s what can happen:

• Confusion. More words don’t always mean more clarity. Sometimes they overwhelm people and make it harder to see the main point.
• Wasted time. For you, because you spent hours crafting a novel. And for them, because they’re stuck decoding it.
• Loss of trust. If your overexplaining exposes insecurity—like you’re trying too hard to prove yourself—people may trust you less, not more.

So the very thing we’re trying to protect—our credibility—can take a hit when we drown people in words.

Lessons from Different Leaders

I’ve worked for all kinds of bosses.

• My current boss loves detail. He wants to see everything, and he feels more confident when he has the full picture. For him, my long write-ups are actually helpful.
• A former CEO, though? He was the opposite. He was terse, brisk, direct. I’d send him a detailed explanation, and he’d reply with: “Yes, go ahead.” or “Please don’t.” That was it. Two words, decision made.

I admired his clarity. I knew exactly what to do. But here’s the downside: for employees who hadn’t thought through all the angles like I had, his quick answers sometimes felt cold. They didn’t understand why decisions were made, so confusion and resentment crept in.

The lesson? Both overexplaining and underexplaining have risks. The key is balance—and knowing your audience.

Tools That Help

So what helps rein in overexplaining without swinging all the way to underexplaining? A couple practices that have helped me:

1. Start with an executive summary.
   Two or three sentences. Key point, conclusion, recommendation. That way, if your reader doesn’t care about the details, they can stop there.
2. Tailor to your audience.
   • If they love detail, give them detail.
   • If they want the headline, give them the headline.
     The same message won’t work for everyone.
3. Ask yourself: what’s the clear enough version?
   Not perfect. Not exhaustive. Just clear enough to get the job done and move the conversation forward.

A Personal Reflection

I’ll be honest: I’m still working on this. Overexplaining is one of those things baked into my personality.

I love context. I love details. I love thinking through every angle. But not everyone needs or wants that from me.

So for me, “clear enough” means finding the middle ground. Not stripping out all the explanation, because then I’d be paralyzed by sending a three-word email. But not burying people in every spreadsheet tab either.

It means being intentional about the why behind what I share—and respecting that different people process information differently.

Clarity Beats Volume

At the end of the day, clarity beats volume.

Clarity isn’t about giving more information. It’s about giving the right information, at the right level, for the right audience.

That’s where influence comes from. That’s how you build trust. That’s how you make sure your message actually lands.

So the next time you feel yourself spiraling into overexplaining, pause and ask:

• What’s the one thing they really need to know?
• What’s the clear enough version of this message?

Because you don’t have to say everything to be heard. You just have to be clear enough.