LEAD DIFFERENT

Lead Different is for strategic thinkers who want to level-up their communications skills without slowing down. Each weekly issue gives you quick, practical shifts you can read in 4-minutes. Familiar sections, new insights - every time. Subscribe and command words with power.

Reputation & Trust – how to earn trust or get it back

When Crises Hits, Waiting to Speak is the Wrong Move

Silence or “no comment”, doesn’t protect your reputation, it erodes it.

In a crises, respond fast, even if you don’t have all the facts. Combine empathy with visible competence. Be open and take responsibility for fixing the problem even if a partner caused it.

For example, if a cloud vendor leaks customer data, it’s still your name on the line. Your customers don’t care whose system failed - you’re their provider.

Most importantly, address the media and investors like a human, not a corporate clone coached by your legal team.

Following this process works to repair trust.

Narrative Power – The leadership story playbook

Harness the Origin Story

There’s something emotionally powerful about origin stories.

Use them to reflect your stakeholders’ journeys - where they came from, how they started, how far they’ve come and why that legacy matters.

Next, reveal your origin story as this builds further credibility.

When you align both origin stories around shared challenges or reinvention, you’re building a bridge to relatable history and values - something that feels deeply connected.

Apply this storytelling technique to your employees, buyers, customers or investors.

Want more? See my deep dive into this technique plus two other techniques. Here.

Influence & Framing – Small moves, big impact

Use ‘Because’ Even When the Reason is Obvious

According to persuasion researcher, Robert Cialdini, people are significantly more likely to say yes when you give a reason, even a trivial one.

It’s as simple as using the word, ‘because’ - as it triggers our instinct to justify decisions.

Try, “I’d like your input because your perspective helps us avoid blind spots.”

This reads like a reasonable request, doesn’t it.

Here’s an example of using ‘because’ to get agreeance on a trivial request. You want to get ahead of the line at the airport, so you say. “I need to get to the front of the queue because my bag is heavy.” Most people will acquiesce.

Of course, we don’t want to take advantage of or manipulate people because that’s not ethical. However, using ‘because’ is a simple and effective technique to get buy-in for your ideas, new company structure, or to close a deal.

Crucial Conversations – Navigating high-stakes comms

Ask Before You Argue

When tensions rise, our instinct is to explain or defend. But asking a calm, curious question can instantly defuse defensiveness.

Try: “Can you walk me through how you see it?”

It signals respect and opens the door to real dialogue.

Leaders who ask first, buy time, gain insight, and reduce unnecessary conflict.

Internal Comms – How to connect, not just inform

Re-Orgs Without The Fallout

When you restructure leadership or teams, don’t delay the communication.

If you wait, the rumours will fill the silence, and people will write their version of events.

Don’t just inform; explain the ‘Why’: stronger capabilities, clearer roles, better customer outcomes.

More than this, show ‘What’s In It For Them’ - your employees who feel embattled by constant change - and not just what’s in it for the business.

They might not love the change, but they’re less likely to leave - or stay and quietly poison the culture.

Getting Clear – Communication that cuts through

Stop Using Meaningless Adjectives like ‘seamless’, ‘scalable’ and ‘secure’.

Say what your product actually does and for whom.

Respect your audience with depth, not fluff.

The more real detail you offer, the more credible and memorable your persuasive argument becomes.

Ask Edith - Your communication challenges, answered

They Promoted Me, But No One’s Listening

Q: I’ve just been promoted to leadership, but my colleagues still treat me like a junior. When I speak up, I can feel the eyerolls. One even called me ‘ambitious in an insulting way. How do I lead without coming off as a ‘try-hard’.

A: First, congratulations. And yes, this is that awkward zone where your title’s changed, but the perception around you hasn’t caught up. You don’t have to push hard to be heard. You’ll earn more trust by showing you’re listening, asking good questions, and making space for others. Try this: “What can I do to make your job easier right now?” It’s disarming, useful, and positions you as someone who leads by enabling, not directing. Stay steady. They’ll catch up.

Got a communication challenge you want answered in the next issue of this newsletter? Reply to this email with your question and I’ll give you my perspective.

THE LEADERSHIP IMPRINT

30-second read how the best leaders communicate to leave a lasting mark, and what you can apply today.