PwC's US CEO thought fewer emails were better. Then he heard from employees.

PwC senior partner and US CEO said the firm asked him to communicate his reasoning more. Tasos Katopodis/Getty Images for Semafor PwC US CEO Paul Griggs said he tried not to over-communicate in the past. He said he received feedback from staff who asked him to share more about his decision-making. Griggs said he continues to work on communicating frequently and via different styles and mediums. After roughly three decades at PwC, senior partner and US CEO Paul Griggs said he still isn't above criticism. He's also not exempt from changing his mind based on feedback he gets from across the firm. Griggs said he appreciates working at a company where leaders aren't afraid to change their minds in response to feedback. This is part of a series of stories from Business Insider's conversation with PwC US CEO Paul Griggs. To be alerted when the next piece publishes, follow reporter Ana Altchek here. The habit that helped PwC's US CEO climb from intern to the C-Suite The 2 biggest mistakes companies are making with AI, according to PwC's US CEO The career advice PwC's US CEO says he gives to his college-aged kids For example, Griggs said he's "a big believer in the power of communication without over-communication." As CEO, he makes decisions and doesn't expect everyone to agree with every call. As a result, he didn't always explain his reasoning. After taking over as CEO two years ago, however, he realized that he had been communicating less than some employees would like. He said he came in with a bias against overwhelming others with too much communication . Over time, he said he had grown tired of reading emails that were too long. "So, I simplified communication," Griggs said. "Slowed it down." Griggs said not everyone needs to agree with all decisions all the time, but they need to understand the reasoning behind it. That's where leadership and communication play a crucial role, he said. "'If you don't communicate the nature of that decision and the outcome of that decision, then I fill the void, fill the vacuum with my own story,'" Griggs said employees told him. It's feedback he has worked on incorporating, he added. He has been advised to share messages more than once, even though it wasn't his default approach. "My team would tell me: 'No, seven times,'" Griggs said, adding that he's learned he should relay the message in different styles and mediums. Read the original article on Business Insider