Encouraging Mindful Communication

I've coached 400+ CEOs. The best ones don't communicate better. They communicate differently. While average leaders wing it, great ones use proven methods that turn conversations into opportunities. After 20+ years studying top performers, I've identified 7 communication systems that separate good from great. (Save this. You'll need it for your next big meeting.) 1. The 3 Levels of Listening Stop listening to reply. Start listening to understand. Level 1: You're thinking about your response Level 2: You're focused on their words Level 3: You're reading the room—energy, tone, silence One CEO used this to uncover why his top performer was really leaving. Saved a $10M account. 2. What? So What? Now What? Transform rambling updates into decisive action. What = The facts (30 seconds max) So What = Why it matters to the business Now What = The specific decision needed Cut meeting time by 40%. 3. PREP Method Never fumble another investor question. Point: Your answer in one sentence Reason: Why you believe it Example: Proof from your business Point: Reinforce your answer Practice this for 5 minutes daily. Sound prepared always. 4. RACI Matrix Kill confusion before it starts. Responsible: Who does the work Accountable: Who owns success/failure (only ONE person) Consulted: Who gives input Informed: Who needs updates Projects with clear RACI are 3x more likely to succeed. 5. Story of Self/Us/Now Move hearts, not just minds. Story of Self: Why YOU care (personal conviction) Story of Us: Our shared challenge Story of Now: The urgent choice we face This framework has helped politicians win. It'll help you raise capital or inspire your team to meet a big goal. 6. The Pyramid Principle Get board approval in half the time. Start with your recommendation Give 3 supporting arguments (max) Order by impact (strongest first) Data goes last, not first McKinsey consultants swear by this. So should you. 7. COIN Feedback Model Make tough conversations productive. Context: When and where it happened Observation: What you saw (facts only) Impact: The business consequence Next: Agreed action steps No more avoided conversations. No more resentment. Your next funding round, key hire, or major deal doesn't depend on working harder. It depends on communicating better. Because in the end, leadership isn't about having all the answers. It's about asking better questions, listening deeper, and communicating with precision. Your team is waiting for you to lead like this. P.S. Want a PDF of my Leadership Communication Cheat Sheet? Get it free: https://lnkd.in/dbaSN9fJ ♻️ Repost to help a founder level up their communication. Follow Eric Partaker for more leadership tools.

This high-energy team-building exercise, often called the "Move It" or "Chair Swap" game, is a staple in corporate training and group dynamics. While it looks like simple fun, it is designed to sharpen reflexes, improve non-verbal communication, and build a sense of collective rhythm within a team. The game is a fast-paced evolution of musical chairs, but with a focus on coordination rather than elimination. The Setup: A group sits in a circle with one person standing in the middle. The Objective: The person in the middle must secure a seat by causing the others to switch. The Trigger: Usually, the person in the center makes a specific movement or call (like stepping on a marked pattern on the floor). This signals everyone to stand up and find a new seat you cannot return to the chair you just left. The Twist: As the game progresses, the speed increases, and participants must rely on quick glances and "unspoken agreements" with teammates to ensure everyone finds a spot without colliding. Beyond the laughter, this exercise serves several psychological and professional purposes: 1. Breaking the "Professional Shell" In a corporate setting, people often stay within their comfort zones. This game forces physical movement and spontaneous interaction, which quickly lowers social barriers and builds psychological safety. 2. Improving Reaction Time and Agility Participants must process a visual or auditory cue and move instantly. It trains the brain to handle sudden changes in environment a direct metaphor for pivoting in a fast-moving business project. 3. Non-Verbal Synchronization Because the game happens so fast, you can't use words to coordinate. You have to read the body language and "energy" of the people around you to see where the open spaces are, fostering a deep sense of team synchrony. 3 Tips for a Successful Session If you are planning to run this at your next office meet or social gathering, keep these points in mind: Safety First: Ensure the flooring isn't slippery and that there is enough space between chairs to avoid collisions. Keep it Short: These games are high-intensity. A 5 to 10-minute session is usually enough to energize the room without causing fatigue. Debrief: After the game, ask the team: "What happened when the speed increased?" or "How did you know where to move without talking?" This helps translate the fun into a learning moment. "Games are the most elevated form of investigation." - Albert Einstein This exercise is a perfect example of how gamification can be used to improve office culture and employee engagement. It’s simple, requires zero equipment (just chairs), and leaves everyone in a better mood for the work ahead. Have you ever tried a high-energy icebreaker like this at your workplace?

Most people think great insights make great presentations. Researchers proved otherwise: 60–65% of all communicative meaning is conveyed nonverbally. The 8 delivery micro-behaviors that create instant authority: 1. Purposeful Leans When you lean in, you're in a "ready position." This cues people to know something important is coming." Try this right now: Lean forward slightly. Feel how your energy changes? That's what your audience feels, too. Tony Robbins does this frequently. He leans in on his most critical points, making audiences feel like they're getting insider secrets. ____ 2. Facial Expressiveness Even brilliant ideas sound dull when delivered without expression. So, let your face underline what your words say. This doesn't mean constant smiling. It means matching your expression to your message: seriousness for serious topics, excitement for exciting news. ____ 3. Dynamic Hand Gestures Nervous speakers pin their arms to their sides or hide their hands. Captivating speakers use purposeful gestures that help listeners understand. Examples: • Big idea = expansive gestures • Small problem = pinched fingers • Three points = counting on fingers • From the heart = hand on chest Why it works: Gestures reduce cognitive load for listeners AND make you more fluent as a speaker. ____ 4. Broad Body Posture Defeated people make themselves small—chin down, shoulders rolled in. Confident speakers claim their space: broad shoulders, relaxed neck, and chest open. The magic measurement: Distance between your earlobes and shoulders. The greater the distance, the more confident you appear. ____ 5. Mutual Laughter If someone laughs or smiles, join them. Mirroring positive emotion builds instant connection (and makes you more likable). ____ 6. Strategic Eye Contact No need to stare people down (that’s creepy). But land your key point while making eye contact to drive the message home and build trust. Here’s how: Look around while thinking/storytelling → deliver the final point with direct eye contact → pause for impact. ____ 7. The Eyebrow Flash Universally, raised eyebrows signal interest and curiosity. Use it when sharing insight or when listening to show curiosity and warmth. ____ 8. Make a Grand Entrance Don’t stroll in lost. Walk with purpose. Know where you’re headed. And if you’re greeting someone? Try a double-clasp handshake. It increases the connection hormone (oxytocin). Small tweaks in your delivery like these can make the difference between being ignored… or remembered.

Leaders can’t afford to be basic communicators. Communication is what makes them effective. Effective leaders craft communication strategies to persuade stakeholders, build trust, and foster collaboration. These five communication frameworks can help every leader achieve that edge: 1️⃣ NLP (Neuro-Linguistic Programming) Understand how language influences behavior. Use it to build rapport, inspire action, and guide your team’s mindset. Pro Tip: Mirror your team’s communication style to foster trust. 2️⃣ Process Communication Model (PCM) Decode personalities in the room. PCM helps you adjust your style to motivate different people effectively. Example: Is your team member fact-driven or people-focused? Tailor your approach accordingly. 3️⃣ Non-Violent Communication (NVC) Master the art of expressing needs without conflict. Framework: Observation → Feeling → Need → Request. It’s a game-changer for resolving tensions while strengthening relationships. 4️⃣ P.I.E Framework (Performance, Image, Exposure) Success isn’t just about Performance. Leaders need to build their Image and ensure they have Exposure to the right stakeholders. Ask yourself: Are you visible where it matters most? 5️⃣ Storytelling as a Strategy Stories don’t just inform—they inspire. Frameworks like the Hero’s Journey or Problem-Solution-Benefit create compelling narratives that connect emotionally with your team or audience. ✨ Why it Matters: Great leaders aren’t just communicators – they’re connectors. These tools help you inspire teams, build trust, and drive action. 🧠 Which of these frameworks would you love to dive deeper into? Drop your thoughts below ⬇ and share with your network to spread these insights! 📌 Follow Oliver Aust for more actionable leadership tips.

I developed the Story Matrix a few years ago to build literacy about the kinds of stories we encounter in our world. I never did much with this construct. But I think there's something interesting here. I'll talk you through it. The X axis is the MEANING continuum of stories that have "hidden connections" versus "explicit sense making." The Y axis is the PROXIMITY continuum of stories that are "close to your recognizable world" versus "far from your current reality." This creates one of those four-square models that makes my geeky consultant heart happy: 1️⃣ THE REALM OF THE LITERAL. ✔ These are descriptive stories that exist in the present reality with buried sense making. ✔ EXAMPLES include traditional journalism news reports, and much of our daily conversation. ✔ The role of the storyteller is to describe or report on reality – typically with a value for objectivity. ✔ The role of the audience is to assimilate the story and update their current understanding of the world. 2️⃣ THE REALM OF THE ALLEGORICAL. ✔ These are stories that take place in a distant reality and have buried sense making. ✔ EXAMPLES include fairy tales, movies like Star Wars, Greek myths. ✔ The role of the storyteller is to engage and entertain. ✔ The role of the audience is to surrender and trust the story to take them on a journey that they will find rewarding. 3️⃣ THE REALM OF THE TRANSFORMATIONAL. ✔ These are stories that take place in the present reality with the connections made explicit. ✔ EXAMPLES include case studies, or the editorial portion of the news. ✔ The role of the storyteller is to editorialize, scrutinize, or judge. ✔ The role of the audience is to analyze and participate in the meaning-making conversation. 4️⃣ THE REALM OF THE ASPIRATIONAL. ✔ These are stories in a distant reality with the connections made explicit. ✔ EXAMPLES include my “Learning Fables” books (or similar, like "Who Moved My Cheese"), religious parables ✔ The role of the storyteller is to suggest connections to the story’s metaphors. ✔ The role of the audience is to continue the work established by the storyteller and draw additional connections between the story and their reality. In this way, the audience becomes an active, co- creator of meaning. So that's the Story Matrix! The utility of this is awareness, and broadening your repertoire of available stories and their uses. Note that much (but not all) of the leadership work I do would fall in the category of the "Transformational." What connects for you?

Change is messy, isn’t it? Change management plans might look good on screen, but emotions like uncertainty, frustration, or even fear are where these can unravel. The truth is, you can’t shift an organisation without addressing the hearts and minds of the people in it. 🧠 That’s where the SCARF™ model can help. In my latest article for IABC Catalyst, I explore this simple, brain-based framework that helps leaders and change communication professionals turn emotional resistance into engagement. SCARF focuses on five emotional drivers (status, certainty, autonomy, relatedness, and fairness) influencing how people respond to change and social contexts. 💡 Why does this matter? Because when you tap into these drivers, you help people feel seen, valued, and supported. That’s what can turn hesitation into engagement and make change possible. 👉 If you’re leading through change, take a few minutes this weekend to explore this framework. It’s practical, relatable, and could help you connect with your people at a deeper level. Link to article in comments 👇 #change #transformation #leadership #brainbased #communication #IABC

➝ Can you be an effective communicator by only focusing on words? Effective communication goes beyond words. Here are some insightful pointers backed by research and evidence: • Nonverbal cues carry significant weight. Research by Albert Mehrabian reveals that 93% of communication is influenced by body language and tone of voice. This means the words we use are only a fraction of the message we convey. Understanding this can help us pay closer attention to our nonverbal signals. • Body language can reinforce or contradict spoken words. When our body language aligns with our words, it builds trust and clarity. However, if there’s a mismatch, it can lead to confusion and mistrust. For example, saying "I'm fine" while crossing your arms and avoiding eye contact sends mixed signals. • Facial expressions convey emotions. Universally recognized, facial expressions are powerful indicators of our true feelings. Smiling can instantly create a positive atmosphere, while frowning can indicate disapproval or concern. Being aware of these cues can help us respond more empathetically. • Gestures add emphasis and clarity. Using hand gestures can help illustrate and reinforce what we’re saying. For instance, nodding can show agreement, while open hands can signify honesty and openness. These gestures can make our communication more engaging and understandable. • Eye contact builds connection. Maintaining eye contact shows we are paying attention and value the conversation. It can make interactions more personal and meaningful, helping to build stronger relationships and better understanding. • Posture reflects confidence and openness. An open posture, such as standing tall with shoulders back, conveys confidence and approachability. Slouching or closed-off body language, like crossed arms, can make us seem defensive or uninterested. Adopting a positive posture can improve how others perceive us and how we feel about ourselves. Incorporating these nonverbal elements into your communication strategy can transform your interactions and lead to more effective and meaningful exchanges. ♻️ Find this valuable? Repost to share with others. ➝ Follow Amer Nizamuddin for more insights #leadership #personaldevelopment #nonverbalcues #wisdomquant

When was the last time you had a transformative conversation? The most transformative conversations don’t tell you what to think—they challenge how you feel. The most meaningful connections don’t come from discussing what’s on the surface—they come from exploring what lies beneath. That’s why I love using the Iceberg Theory (by Edward Hall, author of Beyond Culture) when facilitating dialogue. It’s a powerful tool that helps teams dive deeper, creating space to share not just what they think, but how they feel. When leaders and teams understand the "hidden layers" driving behaviour—like values, emotions, and unspoken experiences—it transforms how they communicate and collaborate. These moments spark empathy, trust, and authentic connection—the foundations of great leadership and high-performing teams. If you want to unlock potential in your team, start by asking the deeper questions:  > What’s driving this behaviour? > What’s the untold story here? > What hasn't been said? When we dare to go below the surface, that’s where the breakthroughs happen. What’s one way you’ve created space for deeper conversations in your workplace? Let’s share ideas and keep growing together. #Leadership #TeamCulture #AuthenticConnection #TransformativeConversations #IcebergTheory

Have you ever walked into a room and instantly felt someone’s energy, even before they said a word? That feeling comes from body language, the silent but powerful way we communicate without speaking. I was reminded of this in a workshop we ran for senior managers from a pension services company. It focused on giving constructive feedback using the SBI framework, which stands for Situation, Behavior, and Impact. The participants had clearly prepared. Their wording was sharp and their structure was sound. On paper, it looked excellent. But as the practice conversations unfolded, something felt off. Their words said one thing, while their bodies told another story. Eyes drifted away. Fingers fidgeted. Legs trembled under the table. One person kept snapping his fingers and thumbs out of nervousness. A few had slouched shoulders & dry lips. Even though they were using the SBI model correctly, the people receiving feedback did not feel reassured. The nonverbal cues revealed discomfort, hesitation, and fear. That experience reminded me of an interview panel I sat on a few years earlier. The first candidate walked in with shoulders slightly hunched, eyes avoiding contact, and hands that would not settle. He answered every question well, yet the confidence he described never appeared. Then another candidate came in. She held her head up, smiled gently, & used natural gestures. The room felt different from the moment she entered. Her presence conveyed calm & connection long before she spoke. It was a clear lesson that our bodies often speak before our mouths do. Body language is more than posture or hand gestures. It shows up in the rhythm of our breathing when we are anxious, in tiny expressions that flicker across our faces, & in the way we mirror someone when we feel in sync. It is the unseen thread that connects people beyond words. In leadership, that thread matters a great deal. A manager can say, I value your contribution, but if their arms are crossed, their tone is flat, or their eyes are on a screen, the words land as hollow. On the other hand, steady eye contact, an open posture, a calm tone, & a simple nod can make difficult feedback feel fair and supportive. When nonverbal signals match intent, communication becomes connection. The encouraging news is that body language can be practiced & strengthened. Standing with a grounded posture, facing people fully when you speak, keeping your arms uncrossed, making kind eye contact, & offering a sincere smile can change how others perceive you and how you feel about yourself. Confidence & warmth have a way of spreading. Reading body language matters as much as expressing it. A pause, a shift in posture, a quick glance away are meaningful cues. When we notice those signals and respond with empathy, conversations move from information exchange to genuine understanding. So next time you are in a meeting, pause for a moment & notice the unspoken stories around you. #nyraleadershipconsulting

Anyone trying to drive meaningful change – environmental or otherwise – must address this first: We must change human behaviour. This is why I’m such a stickler for storytelling. A few weeks ago, I was at a Lincoln University Centre of Excellence in Transformative Agribusiness event where Prof. Marijn Poortvliet from Wageningen University & Research spoke about risk perception. Whenever we decide whether or not to do something – big or small – we’re weighing up perceived risk. Perceived Probability x Perceived Consequences = Risk Perception Add ‘perceived’ in front of each word, and risk becomes a personal decision. That’s why it can be so hard to convince people to change, even when the facts are known. If we can work with how humans perceive risk, we stand a better chance of influencing change. Marijn discussed the Extended Parallel Process Model (Witte, 1992) which outlines the conditions required for behaviour change: 🟦 Perceived Threat: • Susceptibility – How vulnerable we feel to it • Severity – How serious we believe it is If there’s no perceived threat, no action is taken. 🟦 Perceived Efficacy: • Self-efficacy – Can I do what’s needed? • Response efficacy – Will my efforts be enough? Low efficacy = fear and inaction. High efficacy = behaviour change. This is why storytelling matters. It helps people see the threat (or opportunity) and understand how they can respond. It reminds me of a post I once saw but unfortunately can’t remember the author of: People change when you make sustainability: • Personally relevant • Emotionally compelling • Immediately beneficial Building on that saying in alignment with the EPPM flow model, here’s how to apply this thinking to your own sustainability communication. 1️⃣ Make it personally relevant Show how the issue affects people’s lives, values, or livelihoods – not just “the planet” in abstract terms. (Susceptibility) 2️⃣ Make the threat real, but not paralysing Balance severity with hope. If people only see the doom, they switch off. (Severity) 3️⃣ Show a clear, doable path Help people believe they can act (self-efficacy) and that their action will make a difference (response efficacy). 4️⃣ Make the benefits immediate and meaningful Change sticks when it’s not only “good for the planet” but also good for them. Show how the change can save money, build community, or protect something they love. 💡Next time, ask yourself: • What risk or opportunity am I asking people to pay attention to? • How can I help them see it, feel it, and respond to it? Do that, and you’re not just sharing information, you’re changing behaviour. __________ Image: Susannah Hertrich, (2008). “Reality Checking Device”. The top circles show perceived risk versus actual risk below. #BehaviourChange #SustainabilityStorytelling #ScienceCommunication #RiskPerception