Bridge the Gap Between Business Strategy and Ground-level Execution

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  • Strategic Project Management Made Simple: Practical Tools for Leaders and Teams by Terry Schmidt provides a practical methodology to bridge the gap between high-level business strategy and ground-level execution. 
  • Schmidt argues that up to 70% of organizational strategies fail not because the ideas are bad, but because teams prematurely rush into execution without establishing a solid strategic.

The 4 Critical Strategic Questions

  • What are we trying to accomplish and why? (#1)
    • Establishes the bigger picture and high-level strategic alignment.
    • Prevents teams from chasing "fuzzy" or poorly defined objectives.
    • Project completion is not project success, therefore we need a common language. 
      • Design your projects to reach purpose not just produce outcomes.

  • How will we measure success? (#2)
    • Establishes clear, quantifiable metrics early.
    • Defines exactly what a successful outcome looks like.
    • All stakeholder agree on what success is from the beginning.
    • Define how the measures are going to be tracked.
    • Define measures from the top-down.
  • What other conditions must exist? (#3)
    • Valid assumptions - factors needed for success.
    • Maybe beyond your control.
    • Always present, whether defined or not.
    • Assumptions identify risks.
  • How do we get there? (#4)
    • Outlining the physical activities, resources, and timelines.
    • Use conventional project management.

Test With the Implementation Equation

  • Linking your goals to project actions through "If-Then" logic:
    • If Inputs and valid Assumptions, Then Outcomes
    • If Outcomes and valid Assumptions, Then Purpose.
    • If Purpose and valid Assumptions, Then Goal.

Examples



Takeaways For Leaders

  • Involve Stakeholders Early: A strategy is only as strong as the alignment of the people executing it. Use the LogFrame as a universal communication tool to align expectations across cross-functional teams.
  • Manage the "Inner Game": A project manager's mindset, emotional self-mastery, and leadership capabilities are just as vital to execution as technical scheduling skills.
  • Iterate to Excellence: Do not let a quest for perfection stall the project. Build a "Minimum Viable Project" framework and refine it through continuous feedback loops and learning cycles.

References


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Capture Influence in 27 Words Sentence

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  • The One Sentence Persuasion Course, reveals that the entire psychology of human influence can be captured in a single, 27-word sentence. 
  • Warren argues that most people fail at persuasion because they focus on trying to correct and convince others using logic. 
  • True persuasion occurs effortlessly when you focus instead on validating and fascinating them by addressing their deepest psychological needs.

The One Sentence

"People will do anything for those who encourage their dreams, justify their failures, allay their fears, confirm their suspicions, and help them throw rocks at their enemies." - Blair Warren.

The Pillars

  • Encourage their dreams:
    • Validate their ultimate goals and potential rather than giving them a reality check.
  • Justify their failures: 
    • Remove their shame and guilt by attributing past mistakes to external factors.
  • Allay their fears:
    • Provide empathy, peace of mind, and safety instead of telling them they shouldn't be afraid.
  • Confirm their suspicions: 
    • Validate their gut feelings about the world, instantly creating a sense of rapport and alignment.
  • Help them throw rocks at their enemies:
    • Stand in solidarity with them against a common adversary, whether that is a broken system, a bad philosophy, or a shared challenge.

Full Examples

  • Advertisement
    • The first commercial, for an antidepressant medication, starts out with something like, “Feeling depressed lately? It may be the result of a chemical imbalance in your brain.”
    • The second commercial, one for a weight loss product, starts out like this, “If you’ve tried to lose that extra weight and have failed, it may not be your fault. It may be your metabolism.”
  • Pitching:
    •  “Given the pace of today’s world, it has never been easier to be powerfully persuasive. Never. It doesn’t require good looks, a silver tongue, or infallible logic. It doesn’t require confidence, charisma, or a magnetic personality. It is a simple matter when one cuts through all the smoke. It’s cutting though the smoke that’s the hard part."
    • “In fact, if you have yet to develop your persuasive powers to the level you want, it likely has nothing to do with you. Given the shell game of strategies and misinformation available it is a wonder we are able to still understand each other, much less persuade each other."
    • “If this barrage of techno-jargon has left you more confused than empowered, take a deep breath and relax. We’re about to take aim at this confusion, blow away the smoke, and make things as simple as possible. In fact, we’ll nail it down to a single sentence. Just 27 words. And with these words, we can work miracles. But first, we must clear away some smoke."

Key Takeaways

  • The Missing Ingredient is "You": The magic sentence contains zero references to your needs, your product, or your goals. People only care about themselves, so shifting your energy to them unlocks immediate compliance.
  • Validation Over Correction: The strategy requires you to never tell someone they are wrong. Correcting people forces them onto the defensive; validating them makes them follow you.
  • Who it is for: Marketers, copywriters, salespeople, and leaders looking for an instantly memorable toolkit to build deep, emotional trust with an audience.

References


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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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How to Use the Visual Decoder

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The Visual Decoder is a drawing framework to visualize the key elements of your Pop-up Pitch.

  • Take 2 minutes for each section.
  • Filling up the format takes 12 minutes.
  • Don't overthink, just write.

1 - Title (00:00 - 02:00)

  • What's your title? 
    • In a few words, write down a title for the idea. 
      • A brief description of your presentation. 
      • The name of the thing you want to sell, the fact that you're asking for, etc.
    • There are no right or wrong titles.
      • Your title gives you something to aim toward
  • If you have time left, 
      • Write down why you're telling this particular story and who might benefit from hearing it.

2. Who + What (02:00 - 04:00)

  • Sketch in three or more main characters involved in your story.
    • This might include you, your target audience.
      • The people most impacted by your idea.
      • Those experiencing a problem cause them grief. 
    • Include individual characters and general groups as well.
      • Be specific as you can.
      • Try to capture a detail or shape that illustrates that particular person or group. 
      • Place your characters anywhere in the panel you want. 
      • Don't worry about showing relationships, influences, or mutual overlaps. 
    • For now, just get as many circles and names as you can. 
  • In the last 30 seconds.
    • Draw an icon, symbol, or shape representing one or two things all those people have in common.
    • All want or all might benefit from having. It could be anything. Money, love, happiness, a car, your product. 
    • But whatever it is, it should play a role in the story you're telling. When you're done, put your pen down. 

3. Where (04:00 - 06:00)

  • These are the spatial considerations of the visual pathways. 
    • For this first map, start a simple sketch in a few overlapping circles with arrows connecting them, and then add your characters sitting in their appropriate zones.
    • Over time, as you draw more visual decoders, more map options will emerge from your own mind as you advance. 
    • You might even draw two maps:
      • The first shows the disjointed connections between people and things in the present state. 
      • The second shows them relocated into more thoughtful, efficient, or comfortable positions.

4. How Many (06:00 - 08:00)

  • Is there something important in your story that you could meaningfully show in a simple chart? 
    • Could you show measurable improvement from the old way of doing things to the new way you're proposing? 
      • More money, more time, more customers, or safety, or ease or comfort. 
      • What about less of something? 
      • Can you measure and show that too? 
      • Less friction, less time, less cost, less pain, and less confusion. 
      • Those also feel good to quantify and draw this time with the arrows going down. 
    • Seeing one arrow go up while another goes down triggers a whole new set of intriguing storytelling options. 
    • As you sketch your chart, think of the options available to you apart. 
    • Start a pie chart and up and down the stock ticker line. 

5. When (08:00 - 10:00)

  • Provide a basic step-by-step illustration of what happened and what happens next. 
    • Sketch out a basic timeline. 
      • The main series of key events is connected by arrows that lead from beginning to middle to end. You need to keep things high level. 
    • As you start, consider what is the main sequence of events you'd most like to share.
      • What key events trigger what important outcomes, and how do things conclude. 
    • See if you can summarize things in 5-6 or seven steps. 
      • Usually, that's plenty to carry the story and a reasonable number for the intentionally short time you have. 

6. Lessons Learned (10:00 - 12:00)

  • Take a quick second to scan over the sketches you just made of all that you've drawn. 
    • The characters, Their locations, Their numbers, Their interactions, the results of those interactions. 
    • What feels to you like the most important thing you'd like to remember? 
    • What might be the most important thing for them to remember? 

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The Pop up Pitch Presentation

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Slide 1. Title

A single statement that evokes the secure feeling of clarity. So they know what you will be talking about and it will help you keep on target as you go through the rest of the pages.

  • Keep it to a single sentence.
    • Whom you are talking to.
      • Your audience, not you.
    • Make sure they see themselves in the title.
    • What are you talking about?
      • Isn’t the product or feature you are trying to sell.
      • It’s the positive outcome your audience will receive by taking the action you suggest.
    • Make sure they see a benefit that matters to them.
      • The verb or action you want them to take.
  • Examples
    • "You can sell more cookies" – for a group of motivated girls scouts.
    • "Together we will transform the healthcare" – for a hospital team.
    • "How I can help our company grow" – for your boss giving you a promotion.
  • Title page trigger phrase.
    • "There is a way to get what you want"
  • Title page filling in the blanks.
    • Who is the target audience for this presentation? Who, role, demographics, etc.
      • "My target audience is ___"
    • What is the number one payoff the target audience wants in the topic you are presenting?
      • "My target audience really wants to ___" (insert the verb that describes what your audience wants to accomplish)
    • What do you want your audience to do once they hear your pitch?
      • "I want them to ___" (insert the action you want them to take)

Slide 2. Out Common Ground

Establish an authentic connection with your audience and the issues that concern them. Show them you know them for real. 

  • Common ground. A statement expressing a shared understanding of the present situation.
    • Introduce yourself by showing them you have real knowledge and empathy for your audience's reality, their objectives, and their hopes. 
      • If you are an expert in the field of your audience: Share your knowledge humbling with no more than one sentence about your own expertise.
      • If you are not an expert in the field of your audience: Be in front of it, and be clear you do not know everything but still have something that will be valuable to them.
    • Positive priming.
      • If your audience situation is good: "You are doing fantastically, I wish I could share your level of success"
      • If the present situation is awful:
        • Option 1. Use positive framing to introduce the difficulty in the best possible light.
        • Option 2. Establish you are personally familiar with the awfulness of the situation and willing to face it with your audience.
  • Examples
    • "In our world of sales things are going very well"
    • "As your colleague, I find the best part of our job is to... "
    • "I've been only here for a couple of weeks but I can see how effective the approach is"
    • "I know you have been suffering with the shift of our industry..."
    • "Recent news has been great for any of us"
  • Common ground trigger phrase.
    • "We are in this together and we know these things are true"
  • Common ground filling the blanks.
    • What is the common ground we all share right now? 
    • What do you and your audience share in work, in your life, or in your situation?
      • "Our common ground is ___"
    • What do you know about your audience that they don't know?
      • "Something I know about my audience that they don't know I know is ___" 
    • What is the goal, opportunity, or challenge they face that might not be obvious to you? or even to them?
    • What is an experience you had you believe your audience has also had?
      • "Something that I suspect we both experienced is ___"
    • What is a memory experience that you believe you both share?
  • Simple map of the situation you have in common.

Slide 3. The Common Problem

State the facts, the numbers that are so scary that one really wants to look at them.
  • This is where you state that whatever the common ground is today, good or bad, things are about to get a lot worse.
    • You can't meet a scary truth that isn't said, so say it.
    • Open your audience's aspiration to do the right things even if it gets hard.
  • Examples
    • "You might or not might not already know this but our market is expected to contract by half over the coming year"
    • "It's scary but let us just say it his turmoil isn't going away and it's going to get worse"
  • Common problem trigger phrase.
    • What wakes you up in the middle of the night?
  • Common problem filling in the blanks.
    • What is the big problem on the horizon that we simply can't deny any longer because is about to kick us in the face?
      • "The big problem coming up is ___" (the common problem summarized in a single thought)
    • Is there an emerging challenge coming right out of us that we have no clue how to solve?
      • "We might not want to think about it now but we have to" (single sentence of truly menacing thread that you haven't yet seriously planned for.
  • Show the cascading metrics charts or present a map of how the stinky stuff is about to hit the fan.

Slide 4. An Emotional Win

Paint a picture of what it will feel like when the audience solves their problem.

  • Guide your audience as they visualize for themselves how great it will be to get to the other side without any worries about how you got there. 
    • What will be the sensation when you pass through the darkness and back into the light?
    • What will it feel like when we are on the other side of this problem? 
    • What will the world look like when this problem is solved? 
  • Don't worry about how it's going to happen, just focus on the feeling of when it finally is solved. 
    • You're going for a pure emotional hook here. Reality can wait. 
  • Examples
      • "Imagine a world in which our product is so popular that customers can't wait for our call" is a fantastic hope hook for sales teams.
    • When this is all over, picture how it will feel when you know you're finally completely safe and free. 
    • You're reminding your audience why they're going through the pain of looking at the problem because just on the other side is the world that they've always dreamed of. 
  • Fill in the blanks. 
    • What does it feel like when this problem is solved once and for all? 
    • When this is all over, summarize the feeling of living in a world without this problem. 
    • What will it look like when you've reached the light at the end of the tunnel? 
  • Show your tomorrow state map in which all the people and pieces connect simply and seamlessly. Or show the same measurement chart but with the numbers jumping off the chart.

Slide 5. The false hope

Admit that the hoped-for simple solution won't actually work at all. 
  • It's told as two messages in tension with each other, the conflict between the oh-so-desirable easy path and the cold, hard reality that it won't work. 
    • What are the things we think will solve this problem right now that really won't? 
    • What are we doing now that we think will keep us out of trouble? But it won't. 
    • What are we avoiding doing because we think avoidance is the safer path? 
    • What are we doing now? 
  • However well-intentioned, that just isn't working and might be about to blow up in our faces because it doesn't actually address the real problem. 
    • What is the smack of the cold, wet towel of reality? 
  • Examples
    • "Well, we could just do nothing and let it work itself out, right? Nope, we know that won't cut it. Let everyone know that no action is not an option"
    • "This time around, the safe approach isn't safe at all, because this time the problem can actually kill us" 
  • This page exposes the misplaced trust we place in business-as-usual solutions and conventional wisdom, or flat-out denials that only make our problem worse. 
  • Admitting to sobering reality isn't just cathartic, it's the only real way forward. 
  • False hope, trigger phrase. 
    • "What got us here won't get us there"
  • False hope filling the blanks 
    • What are the usual solutions we're relying on that won't actually work? 
      • The business as a usual solution won't solve this problem. 
    • What is it about this problem that guarantees that the easy old solutions are not going to work? 
    • What makes this problem bigger, thornier, and more complex than usual, is that summary in a single sentence of what makes this problem unique.
      • The usual solutions won't solve this problem, because why the salvation that people are depending on just plain won't work.
  • Show your today's date map in total disarray and even more complex and snarled up than ever. 
  • Or simply show your whole characters as even less happy than they were before. 

Slide 6. Fairly audacious reality, state the bold alternative.

The slightly crazy yet potentially viable solution that just might, with courage and commitment, actually work. 

  • When faced square on, all problems are puzzles, and puzzles are fascinating. 
  • Once your audience can see the coming problem for what it is, two things happen. 
    • First, the fear drops away. 
    • Second, all energy instantly transforms from no to yes. 
  • Having established what won't work, your job now is to seize the moment and reveal what will. 
    • Think big. Think bold. Think. Forget outside the box. 
    • What if there is no box? This is the classic moment in which you and your audience reframe your thinking from We have a problem to you know what? This is the opportunity of a lifetime. 
    • Now that we see how big the coming problem is, let's put our heads together and say enough is enough. 
    • What do we really need to do to solve this once and for all? 
    • Knowing we can't keep doing it the old way, what is the real alternative? 
    • New, ancient, or perhaps never before tested that we're going to tackle now to get this thing done? 
    • What is the craziest, most counterintuitive idea we can come up with that if we really think about it, might just be the real solution we need. 
  • Examples 
    • What if there were a way to actually increase the gas in your tank every time you drove? 
    • What if we could replace all our paperwork with one simple online question? 
    • What have we just stopped making shirts and shifted everything to better-selling shoes? 
    • What have you got to lose? 
  • Fairly audacious reality trigger phrase. Wait a second, what if we could? 
  • Fairly audacious reality filling the blanks 
    • What does your bold new reality look like? Instead of the old way, here's what we need to do instead. 
      • Summarize the bold new path or solution in a single thought. 
    • What is the name of this audacious solution? The name of this solution is. 
      • Insert the name of your bold solution product offering concept. 
    • What is it about this audacious solution that makes it unique compared to every other alternative? 
      • What makes this solution unique is - to insert two or three features that make this solution unique. 
  • Draw your today's map in the most complex way possible. 
    • Cross out every connection in the line and replace them all with one big red arrow that skips every conventional step and connects the beginning directly to the end. Slide seven, we can do this for real.

Slide 7. Can do this for real. 

Walk through your bold alternative with a grounding sense of real possibility. Get into a few key details to show there's no real reason to fear them. 
  • Knowing you can do it comes from trusted experience combined with a solid plan. 
  • Give them an experience-based reason to believe that your audacious solution isn't that crazy after all and that it really can work, either from your own direct experience or from recognized and trusted resources who have done something similar before. 
  • Show your high-level plan, five steps maximum for implementing your approach. 
    • If possible, show that a similar plan has worked before, perhaps focusing on a key modification you've made to uniquely account for this opportunity. 
  • Examples
    • "If we approach this with the same rigor as last year's win, we can do it"
      • When we break the whole thing into three phases, it is actually surprisingly straightforward. 
      • Invites realistic assessment of your We Can Do It plan. 
    • Don't hedge on crafting this page with verifiable experience or inspiring planning, because it is the page in which you convert enthusiasm into reality. 
    • It is perhaps the most important in your whole show
  • We can do this for a real trigger phrase. 
    • We've done this before. 
  • We can do this for real, filling the blanks 
    • What reasons, rationale, and data can you give that this audacious solution will work? 
    • Why do you know in your gut you, we, the team can do this? I know we can do this because summary of why your audience can take courage from your plan. 
  • Your timeline showing the specific steps required to achieve this bold reality visually shifts the enthusiasm of gusto to the believability that is the foundation of real courage. 

Slide 8. Our call to action 

List the five things that need to get done first to make it happen. Take personal responsibility for two, and request help with the other three. 

  • Reveal the first three to five actions that must take place to get things moving to your audience. 
    • Take personal responsibility for owning at least two of them.
    • Note the small steps your audience can realistically commit to right now to get going in the right direction. 
  • Identify those things that they can move on first that require the easiest effort or generate momentum the fastest. 
    • Within the overall road map plan, identify the handful of steps needed to reach the first major milestone or check-in point. 
    • State them clearly one by one. 
  • If you're approach requires a team, share the commitment as you encourage the choice to move. 
    • Show your own commitment by taking ownership of at least two early steps and then giving a deadline by which you commit to completing them of the remaining steps. 
    • Suggest ways to share the load of the various capabilities needed to get this started. 
    • Suggest potential resources who might be best suited to take the lead. 
    • Be clear that even at this early stage, this is a team effort and that everyone's reliance upon each other is a key part of what ensures early success. 
  • Examples 
    • "All you need to do to get started is download this app or the first steps are as easy as 123" 
    • "We only need to do five things to make meaningful progress, and my team can take on two of them right away"
  • Our call to action trigger phrase. 
    • Here's all you need to do to get started. 
  • Our call to action fill in the blanks 
    • What is this new path we're committing to? 
      • If we proceed on this new path, we're committing to include insert three to five big steps ahead, stated as large but well-defined chunks. 
    • What are the steps we need to commit to in order to begin to reach the solution? 
      • The first 3-5 things we would need to do are, insert next step action items, perhaps with proposed owners and dates.
  • Zoom in on the first phase of your timeline and in simple bullet point form, show the next five steps to take. Perhaps indicate proposed ownership and suggested dates for each initial step. 

Slide 9. Early benefits

State at least two near-term measurable benefits that getting started now will trigger.

  • Identify at least two early benefits that can be achieved from your fairly audacious reality in the near term. 
    • They don't have to be giant, but they do have to be meaningful. And if they can ease the bigger steps that come later, even better. 
  • Give a realistic timeline, explain why you believe these early rewards are possible, and make them as quantitative as you can. 
    • Early benefits, even if small, make big commitments easier to make. 
    • They help solidify early decisions, validate continued action, and justify initial expenses of time, money, and effort. 
      • Look for typical pain points, financial, operational, and even emotional, and see if any can be relieved by taking thoughtful action soon. 
    • On the upside, are early potential gains possible? 
      • Does action now improve morale and positive team motivation? 
      • Are there near-term incremental revenue or market growth opportunities presented in this new course of action? 
    • On the bottom line, are there early savings possible by starting the journey now? 
      • New efficiencies come into focus. 
      • Or is there a new sense of security that emerges? 
  • Early benefits trigger phrase. 
    • Just by getting started, we already gained. 
  • Early Benefits Fill in the blanks 
    • What is an immediate reward for all of us for taking even one action now? 
      • One early benefit we will see from taking this action now is inserting one measurable potential early win.
    • What are we going to see right away that will prove this is the right way to go? 
      • A near-term payoff that might happily surprise us is - insert one unexpected benefit that will begin to accrue right away, and that might help pay for the program later on down the line. 
  • This may include a chart moving incrementally up initial cost savings and intermediate problem being solved, or an adjacent problem coming into focus. 

Slide 10. The long win. 

Close with an unexpected giant wind that could truly come to pass once the new solution becomes the new normal. 

  • What is the truly glorious aspiration that will change reality for your audience? 
  • What might we all learn along the way that will stay with us forever? 
  • How will our work on this project change the future? 
  • How is life going to be amazing and different once we've solved this problem and reached the goal on the other side? 
  • What might be gained in the long term that we can't even anticipate right now? 
  • Examples 
    • The most amazing result will be the parts we can't even imagine yet.
    • We have new markets, new audiences, and new products we discover along the way. 
    • When we get this right, we won't just solve the problem that got us started. 
      • We will reveal capabilities we never knew we had. 
      • Makes the work more than worth the effort. 
      • The long win is. 
  • The long wind trigger phrase. 
    • These opportunities we can't even imagine right now. 
  • The long win. Fill in the blanks
    • Why do we need to do this amazing thing? 
      • Insert a sentence describing the long-term benefit of solving this problem now and why it will help us well into the future. 
    • What additional unexpected payoff might we one day earn? 
      • The amazing long-term payoff we might gain when we commit and take action is. 
      • Summary of a potentially unexpected and gloriously aspirational win. 
  • Write in one world-changing aspiration that you'd truly love to participate in making real. 
  • Show your characters smiling not because they've fixed your map, but because they have opened up an entirely new world of possibilities on the far side. 

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How to Frame Problem Topics in a Conversation

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Most work discussions are about solving problems and overcoming challenges. 

  • Each of these problems can be complex in its own way. 
  • Each has different implications, challenges, and timeframes. 
  • Each needs to be explained in a way that people can quickly absorb and understand.

The simplest way to summarize a problem topic is to use the goal, problem, and solution method (GPS).

Structured Summary

Using the GPS method to structure your introduction makes it easy for your audience to understand what is happening and what you need. The three parts of the structured summary are: 

  • Goal: The goal you are trying to achieve.
  • Problem: The problem that is preventing you from reaching your goal
    • There are three types of problem situations:
      • You have a problem and need to find a solution.
      • You have a problem and are recommending a solution. 
      • You have a problem solved, and you are reporting the outcome.
  • Solution: What I/we/you are going to do to solve the problem.

Problem Topics

Although a structured summary can be used by itself to provide a summary, it is always more valuable to combine it with framing.

  • Example 1
    • Context: I’ve just spoken to the Davison Group. 
    • Intent: Can you help me with a problem? 
    • Key Message: They didn’t get the last shipment and want a refund. 
    • Goal: The Davison Group prepaid for a shipment last month that didn’t arrive; we need to fix this. 
    • Problem: I can’t find the shipment, and the refund is above the limit I can approve. 
    • Solution: Can you authorize the refund and help me find the missing shipment?
  • Example 2
    • Context: I reviewed the new information security policy. 
    • Intent: We need to take action. 
    • Key Message: Our firewall is not compliant anymore. 
    • Goal: The new industry regulations require us to have a level-five firewall for all e-commerce transactions to keep payment data secure. 
    • Problem: Our current software will only allow us to support up to level four.  
    • Solution: We need to come up with a plan for upgrading the software and present it to the leadership team for approval.

How to structure a conversation with multiple problem topics


Conclusion

You can use the GPS method to create a summary introduction to any work conversation and avoid the most common communication issues: diving into the details too quickly, going off on tangents, and dwelling on the past instead of focusing on solutions.

Any work topic, no matter how complex, can be summarized using the goal, problem, and solution method.

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