How 7 Simple Words Turn Resistance into Action (Part 1)

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The Science and Secrets Behind Seven Words That Motivate, Engage, and Influence, former professional magician Tim David shares the foundational secret to driving performance: "Human connection is the key to influence."

Magic Words

  • "Yes" (#1)
    • Why it works: 
      • Fulfills the fundamental human craving for acceptance and validation. 
      • It builds quick psychological rapport and immediately de-escalates workplace tension.
    • Examples:
      • Salespeople who consciously prompt customers to say "yes" to basic, minor questions before proposing a deal increase sales success rates from 18% to 32%.
      • Leaders shouldn't start a conversation with a hard "No." Rephrase strict resource limits positively: "Yes, I completely see why you need those extra tools, let's look at how we can distribute our current budget to accommodate that."
  • "But" (#2)
    • Why it works:
      • Operates as a focus director. The human brain naturally minimizes whatever is stated before the word "but" (the But Eraser) and heavily emphasizes whatever follows it.
    • Example:
      • The Bad Manager: "You did a fantastic job managing that client, but you missed the deadline." (The employee only remembers the failure)."
      • The Magic Manager: Flip the structure to end on a positive path forward: "You missed the deadline, but you did a truly fantastic job managing that client."
  • "Because" (#3)
    • Why it works:
      • Satisfies the human brain's instinctual, urgent demand for logic and causality. Giving an explicit reason triggers an automatic psychological bypass that lowers compliance resistance.
    • Example:
      • Ellen Langer’s landmark Harvard University copy machine experiment. Simply adding a redundant reason. "May I use the copier because I have to make copies?" spiked line-cutting cooperation from 60% to a massive 93%.
  • "Their Name" (#4)
    • Why it works:
      • Dale Carnegie famously noted that a person's name is the sweetest sound in any language. It breaks through cognitive noise, captures immediate attention, and makes the individual feel uniquely valued.
    • Example:
      • Great leaders explicitly use a team member's name right at the beginning of an email subject line or when opening a high-stakes 1-on-1 performance review to sharply focus focus
  • "If" (#5)
    • Why it works:
      • Moves conversations away from rigid, defensive standoffs into a risk-free, hypothetical sandbox.
      • It removes the fear of failure to unlock imagination and collaborative problem-solving.
    • Example:
      • When a stressed employee shuts down and says, "I can't finish this project by Friday," a manager pivots by asking: "If you did know a way to make it happen, what resources would we need to change right now?"
  • "Help" (#6)
    • Why it works:
      • Expresses strategic vulnerability, which instantly elevates the other person's status. 
      • It turns passive, unengaged employees into active, protective allies.
    • Example:
      • Language that triggers identity is far more effective. David references research showing that asking people to "be a helper" rather than simply asking them to "help" leads to drastically higher rates of voluntary cooperation.
  • "Thanks" (#7)
    • Why it works:
      • Serves as a measurement of meaning and a powerful form of social reinforcement. 
      • Sincere appreciation rewards great behavior and fuels long-term motivation.
    • Example:
      • Case studies on call centers and corporate teams show that employees who receive a genuine, personalized "thanks" from their supervisors immediately increase their voluntary output and overall productivity on subsequent tasks.

Key Takeaways for Leaders

  • Flip Your Feedback Loop: Avoid ruining praise with a poorly timed "but." Structure your management feedback so critiques come first, and positive actions follow the word "but."
  • Never Drop a "Why-Less" Mandate: Stop assuming your team inherently knows why a goal matters. Always use the word "because" to supply a clear reason, ensuring rapid team buy-in.
  • Pivoting Deadlocks with Hypothesized Thinking: When projects hit a wall or team members express doubt, deploy "if" questions to push past mental barriers and brainstorm solutions.
  • Build Ownership Through Vulnerability: Actively ask your staff for "help" to instantly validate their unique skills and generate authentic team accountability.

References

  • David, T. (2014). Magic Words: The Science and Secrets Behind Seven Words That Motivate, Engage, and Influence. Rodale Books.
  • Langer, E., Blank, A., & Chanowitz, B. (1978). The mindlessness of ostensibly thoughtful action: The role of "placebic" information in interpersonal interaction. Journal of Personality and Social Psychology, 36(6), 635–642.
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How Leaders Master the Subconscious Art of Persuasion

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  • Effective leadership hinges entirely on communication. In their tactical guide, Exactly What to Say: For Real Estate Agents, authors Phil M. Jones, Chris Smith, and Jimmy Mackin provide a foundational framework for high-stakes conversations. 
  • While written for realtors, this book functions as a universal communication field guide.
  • The Exactly What to Say: For Real Estate Agents book expands on the original book Exactly What yo Say, therefore this post will focus on the add-ons.

The Magic Phrases (1..22)

The Magic Phrases (23..31)

  • "Interesting" (#23)
    • Why it works.
      • Neutralizes emotionally charged objections or market uncertainties without agreeing or disagreeing.
    • Example.
      • "Interesting. Why... what made you think about asking that specific question?".
  • What questions do you have for me? (#24)
    • Why it works.
      • A major upgrade over asking "Do you have any questions?", which usually ends conversations awkwardly.
    • Example.
      • "We have covered a lot of ground today. What questions do you have for me regarding the reorganization?".
  • What's the best number/address...? (#25)
    • Why it works.
      • Assumes permission and moves directly to the logistics of gathering contact information.
    • Example.
      • "What's the best email address to send the updated contract framework to?".
  • Can I have your permission to...? (#26)
    • Why it works.
      • Honors the listener's authority, which makes them highly receptive to hearing tough feedback or advice.
    • Example.
      • "Can I have your permission to give you some candid feedback on how that client meeting went?".
  • Help me understand... (#27)
    • Why it works.
      • Defuses tension by replacing judgment with curiosity, preventing the other party from pulling away.
    • Example.
      • "Help me understand what bottlenecks are keeping your team from hitting the sprint targets".
  • As I understand it... (#28)
    • Why it works.
      • Confirms alignment by reflecting their words back to them, making them feel heard before you pivot.
    • Example.
      • "As I understand it, your main concern isn't the budget itself, but our team's capacity to deliver on time".
  • Would it be helpful if...? (#29)
    • Why it works.
      • Frames your solution as a supportive asset rather than an unwelcome directive or mandate.
    • Example.
      • "Would it be helpful if I assigned a senior analyst to assist with your final quarterly review?".
  • Thank you - As a prompt for reciprocity (#30)
    • Why it works.
      • True gratitude creates a momentary feeling of indebtedness, making it the perfect time to request a favor.
    • Example.
      • "Thank you for the praise. Since you value the work, could you introduce me to the VP of Operations?".
  • Otherwise (#31)
    • Why it works.
      • Clearly maps out the negative alternative, subtly encouraging them to choose your preferred path.
    • Example.
      • "We need to secure this vendor contract today; otherwise, the entire implementation will be pushed to Q3".

Key Takeaways for Leaders

  • Words are Precision Tools: Small adjustments to phrasing can completely shift a team's attitude from pushback to active problem-solving.
  • Control through Inquiry: True leadership communication relies on asking targeted questions to guide alignment.
  • Preparation Over Improvisation: High-stakes conversations require pre-mapped scripts. Thinking on your feet during a crisis invites unnecessary risk.

References

  1. Jones, P. M., Smith, C., & Mackin, J. (2019). Exactly What to Say: For Real Estate Agents. Boxertots.
  2. Business & Leadership Communications Analysis via Phil M. Jones Case Study Insights.
  3. Subconscious Persuasion Dynamics in Professional Environments: Shortform Book Analysis.
     
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23 Subconscious Triggers for High-Impact Leadership (Part 4)

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  • Most leadership failures are actually conversational design failures. Managers frequently mistake employee hesitation for insubordination, when the true culprit is the linguistic friction of how a directive was framed. 
  • This post provides a complete blueprint of Phil M. Jones’s Exactly What to Say, specifically optimized for management contexts. 
  • Understanding how to communicate using "Magic Words"—pre-programmed linguistic triggers that speak straight to the subconscious brain—is the ultimate shortcut to bypassing critical friction, accelerating team buy-in, and turning conversational "maybes" into decisive actions.

The Magic Sequences 19 - 23

  • "If I can, will you?" (#19)
    • Why it works:
      • A classic conditional close that isolates barriers and extracts commitment before resources are spent.
    • Example:
      • "If I can match that price for you, then would you be happy to place the order with me today?"
  • "Enough" (#20)
    • Why it works:
      • Influences metrics of volume or frequency by steering the listener toward a higher default value or path of least resistance.
    • Example:
      • "Would every four weeks be enough for you?"
  • "Just one more thing" (#21)
    • Why it works:
      • Creates a "Columbo moment" when the other party's guard is completely down, allowing you to float an easier downsell.
    • Example:
      • "Oh, just one more thing... Where did you buy the book?"
  • "A favor" (#22)
    • Why it works:
      • Capitalizes on structural indebtedness; asking for a favor secures an initial "yes" before details are even unveiled.
    • Example:
      • "You couldn't do me a small favor, could you?"
  • "Just out of curiosity" (#23)
    • Why it works:
      • Softens invasive, direct questions into gentle queries, using tactical silence to uncover real operational bottlenecks.
    • Example:
      • "Just out of curiosity, what is it specifically you need some time to think about"

Key Takeaways for Leaders

  • Speak to the Subconscious First: Teams respond reflexively to the emotional framing and tone of a conversation long before their rational mind computes the logical merits of a plan.
  • Control Is Maintained via Inquiry: Professional leaders drive conversations through precise, intentional questioning, rather than entering into counterarguments that create losers.
  • Practice in Low-Stakes Routines: These phrases are tools; repetition moves them from academic theory into your natural, day-to-day managerial language.

References

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23 Subconscious Triggers for High-Impact Leadership (Part 3)

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  • Most leadership failures are actually conversational design failures. Managers frequently mistake employee hesitation for insubordination, when the true culprit is the linguistic friction of how a directive was framed. 
  • This post provides a complete blueprint of Phil M. Jones’s Exactly What to Say, specifically optimized for management contexts. 
  • Understanding how to communicate using "Magic Words"—pre-programmed linguistic triggers that speak straight to the subconscious brain—is the ultimate shortcut to bypassing critical friction, accelerating team buy-in, and turning conversational "maybes" into decisive actions.

The Magic Sequences 13 - 18

  • "Don’t Worry" (13)
    • Why it works:
      • Relieves intense panic or friction when spoken calmly by a leader who demonstrates total posture and control
    • Example:
      • "Don't worry, I know you don't know what to do right now, but that's what I'm here for"
  • "Most People" (14)
    • Why it works:
      • Provides psychological safety in numbers, as individuals naturally take confidence from what others have done safely before them.
    • Example:
      • "Provides psychological safety in numbers, as individuals naturally take confidence from what others have done safely before them"
  • "The Good News" (15)
    • Why it works:
      • Uses positive labeling to effortlessly shift an adversarial or pessimistic narrative forward with forward-looking optimism.
    • Example:
      • "The good news is that we have comprehensive training you can complete at your own pace to give you all the skills you need"
  • "What happens next?" (16)
    • Why it works:
      • Eliminates follow-up limbo by cleanly mapping the immediate physical steps without asking permission.
    • Example:
      • "What happens next is that we're going to take a few moments, complete some of your personal details, and get things set up for you"
  • "What makes you say that?" (17)
    • Why it works:
      • Shifts control back to you during an objection, compelling the speaker to explain their underlying logic.
    • Example:
      • "Customer says, 'Really, I don't have all the money right now.' You say, 'What makes you say that?'"
  • "Before you make your mind up" (18)
    • Why it works:
      • Stops a moving pendulum of "no" and coaxes the listener into a softer, exploratory position of "maybe".
    • Example:
      • "Before you make your mind up, why don't we just run through the details one more time so you can know what it is that you're saying no to"

Key Takeaways for Leaders

  • Speak to the Subconscious First: Teams respond reflexively to the emotional framing and tone of a conversation long before their rational mind computes the logical merits of a plan.
  • Control Is Maintained via Inquiry: Professional leaders drive conversations through precise, intentional questioning, rather than entering into counterarguments that create losers.
  • Practice in Low-Stakes Routines: These phrases are tools; repetition moves them from academic theory into your natural, day-to-day managerial language.

References

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23 Subconscious Triggers for High-Impact Leadership (Part 2)

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  • Most leadership failures are actually conversational design failures. Managers frequently mistake employee hesitation for insubordination, when the true culprit is the linguistic friction of how a directive was framed. 
  • This post provides a complete blueprint of Phil M. Jones’s Exactly What to Say, specifically optimized for management contexts. 
  • Understanding how to communicate using "Magic Words"—pre-programmed linguistic triggers that speak straight to the subconscious brain—is the ultimate shortcut to bypassing critical friction, accelerating team buy-in, and turning conversational "maybes" into decisive actions.

The Magic Sequences 7 - 12

  • "I’m guessing you haven’t gotten around to…" (#7)
    • Why it works:
      • Disarms the listener by preemptively stating their excuse, letting them save face while pushing them toward a positive scenario.
    • Example:
      • "I'm guessing you haven't got around to looking over the documents fully yet"
  • "Simple Swaps" (#8)
    • Why it works:
      • Trades open, unguided queries for statements that assume an outcome or bypass permission-based resistance.
    • Example:
      • "What's the best number to contact you at?"
  • "You have three options" (#9)
    • Why it works:
      • Narrows choice paralysis. 
      • Placing your preferred target at the end lets you build its relative value.
    • Example:
      • "As I see it, you have three options. First, you could look for another job... Secondly, you could do absolutely nothing... Or third, you could give this a try"
  • "Two types of people" (#10)
    • Why it works:
      • Instantly forces the listener to categorize themselves into polarized, stacked choices.
    • Example:
      • "There are two types of people in this world: those who resist change in favor of nostalgia, and those who move with the times and create a better future"
  • "I bet you're a bit like me" (#11)
    • Why it works:
      • Establishes collective agreement and immediate structural alignment, building an anchor point for future alignment.
    • Example:
      • "I bet you're a bit like me. You enjoy working hard now knowing that it will pay dividends in the future"
  • "If…then" (#12)
    • Why it works:
      • Borrows deeply ingrained childhood neuropathways to set up virtually unquestionable, guaranteed outcomes.
    • Example:
      • "If you put this into your stores, then I'm certain your customers will like it."

Key Takeaways for Leaders

  • Speak to the Subconscious First: Teams respond reflexively to the emotional framing and tone of a conversation long before their rational mind computes the logical merits of a plan.
  • Control Is Maintained via Inquiry: Professional leaders drive conversations through precise, intentional questioning, rather than entering into counterarguments that create losers.
  • Practice in Low-Stakes Routines: These phrases are tools; repetition moves them from academic theory into your natural, day-to-day managerial language.

References

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23 Subconscious Triggers for High-Impact Leadership (Part 1)

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  • Most leadership failures are actually conversational design failures. Managers frequently mistake employee hesitation for insubordination, when the true culprit is the linguistic friction of how a directive was framed. 
  • This post provides a complete blueprint of Phil M. Jones’s Exactly What to Say, specifically optimized for management contexts. 
  • Understanding how to communicate using "Magic Words"—pre-programmed linguistic triggers that speak straight to the subconscious brain—is the ultimate shortcut to bypassing critical friction, accelerating team buy-in, and turning conversational "maybes" into decisive actions.

The Magic Sequences 1 - 6

  • "I’m not sure if it’s for you, but..." (#1)
    • Why it works: 
      • Bypasses the listener's internal defense systems by explicitly eliminating pressure.
      • This soft approach naturally spikes intrigue and encourages to lean forward.
    • Example: 
      • "I'm not sure if it's for you, but this project milestone optimization framework is open for adoption if you want to pilot it."
  • "How open-minded are you to/for...?" (#2)
    • Why it works: 
      • Shifts conversational odds heavily in your favor because individuals structurally pride themselves on being flexible and receptive rather than close-minded 
    • Example: 
      • ""How open-minded are you to testing an alternative shift rotation format this quarter?"
  • "What do you know about...?" (#3)
    • Why it works:
      • Softly challenges entrenched opinions or rigid assumptions by moving the speaker from absolute certainty to constructive doubt without making them lose face.
    • Example:
      • "What do you know about everything that has changed regarding our client onboarding pipeline constraints since last week?"
  • "How would you feel if...?" (#4)
    • Why it works:
      • Targets internal emotional drivers first. 
      • It forces the brain to mentally time-travel and visually experience a conditional future scenario.
    • Example:
      • "How would you feel if this process iteration led directly to your department's end-of-year promotion track?"
  • "Just imagine" (#5)
    • Why it works:
      • Bypasses analytic barriers by acting as a modern "once upon a time" narrative trigger for adults, opening up their mind's internal image viewer.
    • Example:
      • "Just imagine the look on the executive board's faces when we deliver these performance metrics ahead of the deadline"
  • "When would be a good time?" (#6)
    • Why it works:
      • Establishes an absolute assumptive frame that removes "no" as an option, fast-forwarding directly past the standard "I don't have time" objection.
    • Example:
      • "When would be a good time for us to sit down and review these cross-functional team parameters fully?"

Key Takeaways for Leaders

  • Speak to the Subconscious First: Teams respond reflexively to the emotional framing and tone of a conversation long before their rational mind computes the logical merits of a plan.
  • Control Is Maintained via Inquiry: Professional leaders drive conversations through precise, intentional questioning, rather than entering into counterarguments that create losers.
  • Practice in Low-Stakes Routines: These phrases are tools; repetition moves them from academic theory into your natural, day-to-day managerial language.

References

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How Leaders Use "The Narrative Gym" to Command Attention

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  • In The Narrative Gym, Dr. Randy Olson introduces a scientific, muscle-building approach to corporate messaging. 
  • By replacing boring "data dumps" with a lean, three-word storytelling engine, leaders can transform dry company updates into compelling directives that align teams, secure executive buy-in, and drive immediate action.

The ABT Framework

  • AND (Agreement):
    • Establishes context, baseline facts, and common ground.
  • BUT (Contradiction): 
    • Introduces the friction, pivot point, or central operational obstacle.
  • THEREFORE (Consequence): 
    • Outlines the resolution, accountability, and next action steps..

  • Instead of stating facts sequentially, this framework establishes a baseline of agreement, injects an unavoidable conflict, and logically presents the path forward.
  • It forces leaders to distill complex business hurdles into a single, cohesive problem-and-solution dynamic.

Six Examples

  • Change Management:
    • "Our new ERP system will centralize our supply chain data AND automate our weekly inventory reporting, BUT early adoption data shows that regional managers are defaulting to legacy Excel sheets out of habit, THEREFORE we are launching a mandatory, hands-on training sprint this Thursday."
  • Crisis Communication:
    • "Our primary server experienced an unexpected midday outage AND our IT team successfully restored full functionality within forty-five minutes, BUT the downtime disrupted several high-priority client transactions, THEREFORE we are issuing formal service credits along with direct executive apologies to all affected accounts today."
  • Executive Buy-In & Budgeting:
    • "Our primary competitors are aggressively adopting predictive AI tools AND market data reveals a clear shift toward automated logistics, BUT our current infrastructure cannot support these models without an enterprise cloud upgrade, THEREFORE I am requesting authorization to fund a comprehensive cloud readiness audit this quarter."
  • Product Launch:
    • "We have engineered a highly innovative software feature AND our beta testers absolutely love the streamlined user interface, BUT our current digital marketing strategy is failing to reach target enterprise buyers, THEREFORE we are shifting our launch budget toward direct Account-Based Marketing (ABM) outreach."
  • Team Restructuring:
    • "Our engineering team is exceptionally skilled AND has successfully delivered three major product iterations ahead of schedule this year, BUT the recent corporate merger has created duplicate validation workflows that slow down final deployment, THEREFORE we are restructuring into cross-functional squads to eliminate cross-department dependencies."
  • Talent Retention:
    • "Our quarterly internal survey shows that employee satisfaction remains exceptionally high AND team members feel supported by local management, BUT a lack of clear vertical mobility is causing our senior engineers to accept outside recruiting offers, THEREFORE we are building structured career-path mapping into our annual review process next month."

Key Takeaways for Managers

  • Perform an "And" Audit: Scan your upcoming slide decks and emails. If you find sections bogged down by consecutive "and, and, and" phrases, you are data-dumping.
  • Lean Into Tension: Do not hide the problem. A leader's job is to define the obstacle explicitly using a clear "but" statement to create urgency.
  • Never Leave Out the "Therefore": A problem without a consequence creates anxiety. Always anchor your narrative with a clear, action-oriented solution that points the team forward.

References

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The 8 Steps Storytelling Structure

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Getting Started

  • Start hunting for stories.
  • Maintain your story wish list.
  • Refer to the cheat sheet.
  • Create your own story database.
  • Start telling your stories.

Storytelling Structure

  • 1. The Hook
    • "I think the best example of that I’ve seen was when…"
    • "The best lesson I ever learned about that was when…"
    • "That’s a tough problem. Let me tell you what I did..."
    • "When I ran into the same problem last year…"
  • 2. The Context A
    • Creditable - "Where and when?"
  • 3. The Context B
    • Relatable - "Who’s the main character?"
      • A real person.
        • If you have a company/team, select one person with his or her role as the main character of your story.
      • A fictional person.
        • Let the audience know you are making it up.
      • You.
        • Try not to use yourself as the main character.
        • It might be seen as arrogant.
  • 4. The Challenge
    • Worthy - "What do they want?"
    • The complication or catalyst in the story.
    • Where the hero meets the villain.
      • Test: If you remove this part, nothing of interest would happen in the story.
  • 5. The Conflict or Struggle
    • The hero does battle with the villain.
    • The honest struggle – can’t be too easy.
    • The struggle could be internal.
    • 50% - 60% of the story.
  • 6. The Resolution
    • Did the hero win or lose?
    • Did the plan work? 
    • How were things forever changed as a result of the ordeal?
      • Test: Does the audience know how to feel about what happened?
  • 7. The Lessons
    • The risk is that the audience might not draw the right conclusion.
    • Pick a transition-out phrase
      • "I think what I learned from that was…"
      • "That’s when I realized…"
      • "So, that explains why…"
      • "What I think we should have done was…"
      • "What I’ve since come to realize is…"
    • Explain the lesson(s)
      • Your reflection on or assessment of the whole experience.
      • Should tie directly to your Objective in telling the story.
  • 8. The Action
    • Find out what your audience plans to do now they have heard the story.
      • If they answer what you want to hear, you are done.
    • If needed, explain the recommendation.
      • What do you want your audience to do now?
      • Should tie directly to your Objective in telling the story.
  • If you chose the right story to tell, you should never been answering questions 7 and 8.

Techniques for Emotion

Identify the points in your story with the most potential for emotional engagement. Identify 1-3 points with the highest potential. Jot down the name of the emotion the characters are experiencing. Brainstorm ideas to add to your story using one or more of the following techniques.

  • Tell me (simplest) - Name the emotion the character is experiencing.
    • "He was scared out of the weeds", "He was so exciting"
  • Show me (more powerful) - Describe physical manifestations of the emotions of the character and let the audience infer the emotion.
    • Instead of "He was angry" say "He started yelling at...",
    • Instead of "He was sad" say "He was crying"
  • Avoid the "Stormtrooper effect" - nameless, faceless, crumps.
    • Let the audience get to know your characters before something happens to them.
      • Name and describe your character, and how the person is and relates to others.
  • Dialogue - Outer and inner, let the audience hear it directly from your character
    • Instead of "She was exhausted and sleepy for your presentation" say "She leaned into the microphone and said, 'I am really excited to be here but inside she was thinking, oh my god I am going to fall asleep in the middle of the next sentence'"

Elements of Surprise

  • In the beginning, gets the audience to pay attention.
    • Lead with the most unusual event (then flashback to the beginning).
      • "The first time I met the CEO of the company was the day she fired me. Here's what happened…"
    • Set expectations, then violate them. Explain to your audience how great things were going before they fell apart, or how lousy a day it was before you got the promotion. 
      • Contrast creates surprise. 
  • No natural surprise, create one.
    • Skip one element in context and let the audience figure it out.
  • Create a surprise ending - Helping your audience remember the lesson they learned.
    • Take one or two details that belong at the beginning of your story and don't give them to your audience until the end of the story. (
      • "…and I know this story so well because the guy in that story who got fired – that was me. I'll never make that mistake again."

Using Details

  • Only add details that explain the main character's motivations.
  • Replace generic words with specific words.
    • Instead of "he was really tall" say "he was 6'4""
  • Referer to characters by name not by job title.
    • Instead of "account payable clerk"  say "July from accounting"
  • Use metaphors to explain complex ideas. 
    • It uses fewer words to explain something complex.
    • Instead of trying to describe the complex set of thoughts and emotions that your character was having about their impending deadline, you might just describe it was like "a dark cloud following her around"

Accuracy

  • Telling a fictional story is okay as long the audience knows about it. 
    • Come along with a plausible realistic story
      • "Let's suppose..."
      • "Imagine..."
      • "Okay, I'm totally making this up, I think it will help to understand..."
  • Balance too careless vs too cautious.
  • Litmus Test: Imagine someone who listened to your story was actually there when it originally happened.
    • Would they be offended?
    • Would you be embarrassed?

Delivery

  • Oral
    • Use the story structure template.
    • Outline the 7 steps stories
  • Written
    • Write the way you speak
    • ~15 words per sentence.
    • <10% words greater than two syllables.
    • <10% passive voice - use active voice instead.
      • Instead "the proposal was rejected by the committee" say "the committee rejected our proposal"
    • Flesch-Kincaid level checker
      • WSJ ~ 8-10
      • John Grisham ~7-8

Length 

  • An average adult speaks 150 words per minute.
  • Average 600 words (4 minutes)
  • Most range from 450-750 (3-5 minutes)

How to Shorten a Story

  • Start with the Story Structure Template.
  • Delete content but leave some answers in each section.
    • Otherwise, the story is incomplete.

How to Find a Story

  • Create a wish list.
  • Capture stories that happen to you.
  • Remember stories you heard others tell.
  • Search your past, ask people, and interview them (use your wish list)
    • "Your greatest success?"
    • "Most miserable failure?"
    • "What job do you love the most?"
    • "Most difficult experience?"
    • "Best working relationship?"
    • "Did you feel the greatest team spirit?"
    • "Who do you admire most? Why?"
    • "What time you were most inspired?"
    • "Toughest problem ever solved?"
    • "The most creative thing you’ve done?"
    • "Best customer success you’ve seen?"
    • "Most compelling sales story you’ve heard?"
    • "Tough feedback that helped your performance?"
  • Create venues for sharing stories.

Leadership Stories

  1. Where we came from (founding)
  2. Why we can’t stay here (case-for-change)
  3. Where we’re going (vision)
  4. How we’re going to get there (strategy)
  5. What we believe (corporate values)
  6. Who we serve (customer)
  7. What we do for our customers (sales)
  8. How we differ from competitors (marketing)
  9. Why I lead the way I do (leadership philosophy)
  10. Why you should want to work here (recruiting)

Story Data

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