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

Why Imperfect Leaders Earn More Trust

Authenticity is your reputational shock absorber.

When people know your real voice, not an AI-polished version, they’re more likely to believe you in a crisis.

Speak plainly and communicate in a style that reflects who you truly are, whether it's reflective, bold, direct, or quietly steady.

A trusted voice doesn’t need spin, it needs to sound recognisably you, especially when things go wrong.

Narrative Power – The leadership story playbook

The Hidden Power of Familiar Stories

Christopher Booker’s The Seven Basic Plots argues that nearly every story, real or fictional, follows one of just seven patterns:

1. Overcoming the Monster

2. Rags to Riches

3. The Quest

4. Voyage and Return

5. Comedy

6. Tragedy

7. Rebirth

These archetypes are baked into how humans make sense of the world.

Want your message to land? Frame it through a plot that people instinctively recognise.

Because the right story isn’t just heard, it’s felt deep in the parts of us that dream, fear, and aspire. 

Want more? See my deep dive on this topic.

Influence & Framing – Small moves, big impact

Give People an Out and They’ll Opt-In

A meta-analysis of 42 studies found that adding the phrase “but you are free to accept or refuse”, to a request significantly increases compliance rates.

This technique reduces perceived pressure, making people more likely to agree because they feel their autonomy is respected.

Try: “We’d appreciate your cooperation, but you’re free to decide either way.”

It’s especially effective when encouraging compliance with new directives, like returning to the office.

Here is the research on improving compliance.

Crucial Conversations – Navigating high-stakes comms

Name the Emotion Without the Drama

When someone is frustrated or upset, ignoring it fuels tension.

But calmly naming the emotion: “I can see this is frustrating”, helps them feel seen.

It’s not therapy, it’s simply acknowledging what’s real.

Recognising emotion without judgement helps lower the temperature and makes it easier to move the conversation forward.

It’s a simple technique that de-escalates and disarms.

Internal Comms – How to connect, not just inform

Don’t Make Employees an Afterthought When Strategy Shifts

Too often companies unveil new brands or strategies with fanfare to media, investors and customers while employees get a slide deck.

People don’t buy into change they had no hand in shaping.

So it’s important to involve teams early. Let them test ideas, give feedback and see their fingerprints on the outcome.

If they can’t recognise themselves in the new story, they won’t tell or sell it convincingly, and they certainly won’t believe it.

Getting Clear – Communication that cuts through

Big Words Don’t Always Equal Bold Ideas

CEOs often make sweeping statements, like “driving innovation” and “enhancing experience”, that sound bold but reveal little.

Getting clear is about adding substance to the message so it’s worth engaging with.

For example:

1. “We’re focused on driving innovation.”
🔄 Clearer: “We’re investing $20M in AI-enabled logistics to cut delivery times by 30% over the next 12 months.”

2. “We’re unlocking new growth opportunities.”
🔄 Clearer: “We’re entering the Southeast Asian market with a new product line tailored to mid-sized manufacturers.”

3. “We’re enhancing our customer experience.”
🔄 Clearer: “We’ve reduced average support wait times from 18 minutes to under 5 through expanded live chat.”

Being precise builds credibility and makes your message memorable and impactful. Vagueness fills space for a moment, then vanishes, instantly forgotten.

Ask Edith - Your communication challenges, answered

We’re Bleeding Talent and The Internet Knows It

Q: I’m the CEO of a respected consulting firm. In the last month, we’ve seen a wave of resignations, largely among junior staff, following reports of toxic behaviour from a few senior leaders. Some, who resigned have gone public on social media, and it’s gaining traction. I’m trying to stabilise the business, retain the team that’s left, and limit reputational damage. What’s the smartest first move?

A: You need to acknowledge what’s happened, quickly and without getting defensive. Own the leadership failure. Then tell your people exactly what’s changing and how fast (i.e. removal of the toxic leaders). And your message can’t come from your communications team. It has to come from you, unscripted in a live forum. Also consider publishing staff feedback (keep it anonymous). It’s raw, but showing accountability isn’t just about speaking, it’s about proving you’ve listened. Will an employee secretly record this on their phone? Maybe. This means you’ll need to set boundaries at the start of the live forum regarding the agenda (discussion points) and expected behaviour (i.e., disrespectful, personal insults won’t be tolerated).

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.