In international communication, the real challenge is not just sending messages across borders, but making sure people actually embrace them. Many messages are accurate and important, yet they fail to make an impact. The problem is often simple: they feel too distant from the audience they are meant for.

Effective communication comes down to three basic questions: Can people understand it? Do they feel it matters to them? Can they take action based on it? What connects all three is one key idea — closeness. In practice, these three questions unfold in a simple sequence.

The first step: people need to understand what you are saying.

A common problem in international communication is using language that makes sense at home but not abroad. For example, when China talks about "a community with a shared future for humanity", the translation is correct, but many people outside China find it hard to grasp. However, when the same idea is explained through concrete issues — like working together on climate change, fighting pandemics, or helping after natural disasters — it becomes much clearer.

The lesson is straightforward: don't just translate words — translate meaning. If people cannot quickly understand a message, they will move on.

The second step: people need to feel the message relates to them.

Even when people understand something, they may not accept it. This is especially true across cultures, where people have different values and concerns. If a message feels cold, distant, or one-sided, people are less likely to engage with it.

During the COVID-19 pandemic, this became very clear. Some messages focused only on results, such as lowering infection numbers. But in many countries, people were also concerned about personal freedom and transparency. Messages that ignored these concerns often failed to convince. In contrast, communication that acknowledged people's worries and explained the reasons behind decisions was more effective.

This shows that good communication is not just about facts — it is also about showing that you understand what people care about.

The third step: people need to know what they can actually do.

Many international messages stay at a general level and never lead to action. For example, global climate campaigns often say "protect the planet" or "reduce emissions". These ideas are important, but too broad to guide behavior.

When the message becomes more specific — such as saving electricity at home, choosing public transport, or supporting local green products — people are more likely to act. Even better results appear when global ideas are linked to local concerns, like cleaner air, lower costs, or new job opportunities. People act when they see a clear connection to their own lives.

Therefore, instead of focusing only on what communicators want to say, they should focus more on how others will receive it. This means asking practical questions: Will people in another country understand this? Does it connect to their daily life? Could it be misunderstood?

Another challenge comes from differences in media environments. The same message may be reported differently in different countries, depending on local media habits and political contexts. A message that is seen as positive in one place may be framed more critically elsewhere. This means communicators must think ahead: not only about what they say, but how it might be interpreted by others.

In addition, not all audiences are the same. Younger people, professionals, and local communities may respond differently to the same message. Effective international communication often requires adjusting tone, examples, and platforms for different groups rather than assuming a single message will work for everyone.

In many cases, this also means working with local partners, using familiar examples, and adjusting the message for different audiences rather than using a single version for everyone.

It is also important not to confuse closeness with oversimplifying. Making a message easier to understand does not mean removing its depth. And connecting with people does not mean saying only what they want to hear. Accuracy and responsibility still matter.

For governments and public institutions, this balance is especially important. They need to remain precise and reliable, but also easier to understand. In other words, professionalism should not create distance.

Digital platforms make this even more important. Today, content that feels relevant spreads faster, while content that feels distant is often ignored. If a message does not connect, it may not even be seen.

There is also a risk in getting this wrong. When messages do not connect, people may misunderstand them or interpret them through existing biases.

This is why closeness is not only about being effective — it is also about reducing misreading and building trust over time. Once trust is formed, communication becomes easier; without it, even well-designed messages face resistance.

In a world full of competing messages, people do not respond just because something is important. They respond when it feels close to them and when it fits their experience, their concerns, and their choices. Without that sense of connection, persuasion rarely even starts.

Bi Yantao is a professor at the School of International Communication and Art, Hainan University, specializing in international communication, international conflict and peace studies.

The views don't necessarily represent those of China Daily.

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