Hedging language in business writing: What it is and how to use it
Ever found yourself using “maybe” or “perhaps” to sound less direct in an email, even when you’re sure about what you’re saying? That’s hedging, and it’s pretty common in business writing.
The term stems from finance, where it means investing in a way that reduces risk, and hedging language does much the same thing. By softening our statements to show we’re uncertain, we can protect ourselves from overcommitting, making claims that later backfire, or offending others by being too brash.
But while a certain amount of hedging is ideal when you’re dealing with clients, colleagues, or other stakeholders, too much can undermine your message. Let’s take a closer look at what hedging is and how you can get the balance right.
Common hedging words
Hedging can sneak into business writing in lots of ways, and you’ll probably recognise these examples from your own or others’ writing:
Might: “We might be able to deliver by Friday.”
Could: “This could be a useful approach for the next quarter.”
Perhaps: “Perhaps we should consider revising the strategy.”
Appears: “The data appears to show a trend.”
Seems: “It seems that sales are increasing.”
Possibly: “We’re possibly looking at a 10% increase.”
Likely: “It’s likely that the project will be delayed.”
Notice anything about these sentences? They give you wiggle room by not fully committing to an idea. If the project doesn’t get finished by Friday, well, you did say “might,” not “will”. And if sales take a sudden dive, that’s okay — you only said it “seems” they’re increasing. Hedging creates a buffer between what you say and the actual outcome.
When hedging is useful in business writing
In business writing, there’s often a fine line to walk. While you want to appear confident, you don’t want to overpromise, make assumptions, or simply sound too full of yourself. A bold claim can be impressive, but if you can’t back it up, it might come back to bite you.
This makes hedging useful for managing expectations. For example, “We may be able to find your missing files” dodges disappointment if it can’t be done, while “I often find that customers see results within a week” leaves room for less drastic improvement. Similarly, in a report, “The results suggest we could halve production costs” isn’t nearly as risky as just writing “We can halve production costs”, which leaves no room for manoeuvre at all.
Hedging also softens your tone so that you don’t come off as too pushy or arrogant, and it can make email requests less demanding. For instance, “Could you possibly send the report by end of day?” sounds less bossy than “Please send the report by end of day” — even with the “please”! The hedging language turns a request into a question, showing the other person you respect their autonomy and making them more likely to want to help you.
Last but not least, when you’re navigating tricky conversations or delivering not-so-great news, hedging helps you soften the blow and show you care. For example, telling senior colleagues that “We may need to consider making redundancies if profits fall further” is far less brutal than saying “We will make redundancies if profits fall further”.
As you can see, hedging language in business writing helps you maintain good relationships, avoid misunderstandings, and protect your reputation. It’s also crucial in marketing, where copy must comply with advertising guidelines and avoid misleading customers. Ever wondered why your new haircare product “helps promote growth” instead of “growing your hair”, or why your moisturiser “reduces the appearance of fine lines” rather than simply “making you less wrinkly”? It’s all to do with steering clear of unsubstantiated claims and the human and financial costs they can rack up.
The risks of over-hedging
Hedging clearly has a place in business writing. But overdoing it will leave your message feeling weak and indecisive. Imagine receiving a project update like this: “It might be possible that we could potentially see some improvement, if everything goes as expected.” You’d be left wondering whether the writer has any idea what they’re talking about. Too much hedging waters down your point, making you sound unsure of yourself.
In business, people want clarity. They need to know what’s happening, even if it’s not all rainbows and unicorns, and they want to work with professionals who make clear promises and stick by them. If your writing is too hesitant, they’ll start to question your competence. Worse, they may think you’re being evasive to swerve accountability.
Striking the right balance: Tips for effective hedging
So how on earth do you strike the right balance between sounding wishy washy and being assertive? The trick is knowing when and how much to hedge. Here’s how to do it without losing credibility.
Be specific when you can
If you have solid evidence to back up what you’re saying, don’t be afraid to use it. Instead of “We might see growth in Q4,” say “The data shows we’re on track for growth in Q4”. Basing your assertion on facts, not guesses, justifies your confidence so that you don’t need to hedge. On top of this, sharing your sources takes some of the responsibility off your shoulders; the reader can see the evidence and draw their own conclusions rather than relying on you to tell them what’s happening.
Being specific also helps when there are variables outside of your control. If your statement contains a caveat, explain what this is rather than being vague. In a proposal, you might write, “If market conditions remain stable, we can increase sales by 10%”. Here, you’re committing to specific results within a clearly defined scope. At the same time, you’re managing expectations by acknowledging the role of external factors.
Don’t hedge in critical situations
If you’re dealing with a critical issue that demands a firm decision, it’s time to ditch the hedge. Not only could hedging annoy stakeholders who expect a sense of urgency, but it’s less likely to lead to action. “We should address this problem as soon as we can” is far less effective than “We must address this problem immediately to avoid delays”.
Don’t be overpolite
Most of us want to be liked, and we’ll avoid being presumptuous wherever we can. We tread especially carefully when we don’t know someone well, or when they’re higher in the pecking order than we are.
Sensitive language is an important part of being polite, but peppering your sentences with hedges will likely just make you sound meek and passive rather than well-mannered. I’ve often begun an email with something like “I just wondered whether you might like to read this article about…” without thinking, before realising it makes me sound unnecessarily submissive. That’s not to mention that this kind of hedging language is horribly wordy.
A better option is “I thought you’d like this article about…”. The “thought” is just enough to get rid of any audacity without also chipping away at your self-esteem.
If in doubt, say nothing
Sometimes it’s better to skip a statement completely than to make it hesitantly. Let’s say you’re pitching to a prospective client and you think a discount will win them over. You’re tempted to email them saying, “I may be able to offer you a 15% discount — let me speak to my boss and get back to you”. If your boss says no, you’re going to look very silly and possibly lose the client altogether. It’s best, then, not to comment on the likelihood of significant events until you’re sure about them (unless you really have to). Before you hedge, consider the consequences of getting it wrong.
As with many things, hedging is best used in moderation. While it’s a wise choice where you need to comment on something you can’t be certain of, it’s important to show conviction when you can. After all, business writing is all about communicating clear ideas and decisions, not dancing around them.
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