Is ‘Bad Signalling’ really that bad?

Ever had a friend who kept putting themselves down? Or maybe you’ve caught yourself saying, “This might be a bad idea, but…” before sharing a thought?

It might seem like a harmless way to soften your words or appear humble. But in reality, this kind of "bad signalling" can change how people see you. Whether you're leading a team, or just trying to get your point across in a meeting, the way you say something matters as much as the idea itself.

What Is Bad Signalling?

In the workplace, bad signalling happens when you undermine your message as you speak. Even great ideas can lose impact if you sound unsure - here are some common examples:

❌ “I’m not an expert, but…”

❌ “This is probably a silly idea, but…”

❌ “I could be wrong, but…”

So why do we talk like this?

• Avoiding arrogance – Many of us are taught that confidence should come with a dose of humility.

• Cultural and gender expectations – For example, research suggests women are more likely to “bad signal”, which can make them seem less authoritative (STEM Women).

• Trying to be relatable – Some leaders believe self-deprecation makes them more approachable, but too much can backfire.

The problem is, these innocuous little phrases make you sound unsure, even when you know exactly what you're talking about.

No judgement zone!

A brief survey of the BiteSize Learning team revealed… you guessed it! We all do this. As a team, we’re always open to new ideas or conflicting opinions, but that just goes to show - even in a safe environment, bad signalling still creeps in.

In fact, we caught ourselves doing it whilst discussing this blog idea! And now we can’t stop noticing it:

(Fantastic examples of bad signalling here…)

What’s so wrong with it?

If we all do it, does it really matter so much? Turns out, yes! Whilst a little bad signalling is fine, it’s important to be mindful of the situation, and how often you’re doing it.

1. You Might Weaken Your Own Authority

Saying “I could be wrong, but…” makes people question whether they should listen to you at all. These phrases are so common, but they can make your input seem less credible (and the person you’re speaking to may not even realise it!).

✅ Try this instead: “One way to look at this is…”

2. You Could Lose Credibility as a Leader

If a manager keeps saying, “I don’t really know, but…”, their team might start wondering if they’re the right person for the job.

Strategic self-deprecating humour can build trust and make teams feel safe (Frontiers in Psychology). But when it becomes a habit, it chips away at authority.

People might start asking:

• Does this person actually know what they’re doing?

• Are they just pretending to be unsure?

• Why do they keep downplaying their own role?

✅ Better approach: “Here’s my take—what do you think?” (Confident but open.)

3. Your Team Might Stay Silent

When leaders seem unsure, their teams follow suit. Studies suggest that uncertainty from the top makes employees hesitant to speak up (PMC).

✅ Shift your language: Instead of “I’m not sure if this is right…”, say “This is what I’m thinking — what’s your view?”

Is it always bad?

Ok, so we shouldn’t use self-deprecation at all? Not quite. Used in the right way, at the right time, it may actually help.

Studies show that leaders who use humour — especially light self-deprecation — can:

• Reduce the power gap between them and their teams.

• Encourage creativity, by making people feel safe to take risks.

• Build stronger relationships, because it makes them seem more relatable.

Use it sparingly — humility helps, but too much backfires!

Strike the right balance!

If you catch yourself hedging your words, try these tweaks:

1. Swap Qualifying for Clarity

• ❌ “I could be wrong, but…” → ✅ “One idea to explore is…”

• ❌ “This may be a bad idea, but…” → ✅ “Let’s consider…”

• ❌ “I’m not an expert, but…” → ✅ “From my experience…”

2. Use Self-Deprecation Sparingly

• If you already have credibility, a touch of self-deprecating humour can make you more relatable.

• If you’re still establishing authority, focus on speaking with confidence first.

3. Read the Room

• In senior leadership meetings? Keep self-deprecation to a minimum.

• In a casual team setting? A bit of humour can strengthen relationships.

Bad signalling isn’t always bad. It’s about knowing when to use it and when to ditch it.

• Overuse it? You risk sounding unsure.

• Use it intentionally? It can build trust and connection.

So basically…?

Before saying, 'This might be a bad idea, but…', stop! Are you helping your case, or just undercutting yourself?