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

Could Lack of an AI Policy Tank Your Reputation?

As AI innovation continues to gallop at a dizzying pace, it’s important to take stock of ethics in the increased use of AI.

Leaders who delay policy on AI, ignore consent in data use or brush off accessibility, risk looking indifferent or complicit.

Stakeholders now expect companies to lead when it comes to morals surrounding AI use, not follow.

Whether you have an AI policy in place or not, here are some recent developments to take note of:

1. Missing the AI Trust Curve

   Public trust in AI tools dropped from 61% to 53% globally, and in the US from 50% to 35% exposing reputational risks for companies rushing AI adoption.

2. Concern about misinformation and deepfake content

Trust is built by being first to do the right thing, not last to react to outrage.

Narrative Power – The leadership story playbook

Time To Let Go of the Old Story?

Legacy narratives can become blockers to change or scale.

Common signs: resistance to repositioning, clinging to origin myths or product nostalgia.

An example of a positioning statement that may no longer ring true is, “Small enough to care, big enough to deliver,” especially if you’ve grown from 250 employees with offices in Australia to 2500 employees with offices in Asia Pacific, US and the UK.

The old story may still hold emotional value but if you’ve expanded globally, pivoted into a new direction or developed fresh products and IP, you need to update your story.

For example:
“Big enough to shape markets. Close enough to know yours.”

This updated positioning shows the shift to growth/expansion while giving a nod to the original story (“small enough to care”).

Key is to invite your leadership team and employees into the new story early to get buy-in.

Influence & Framing – Small moves, big impact

The Authority Trap - When Expert Tone Backfires

Sounding too technical, too certain or too ‘senior’ can alienate your audience.

People follow clarity not complexity.

Ditch the jargon. Communicate the core of the idea in plain language and stop. Invite your audience to engage with your idea. This allows your expertise to reveal itself in the context of their needs.

Influence grows when leaders show openness not omniscience.

The goal is to balance confidence with humility, entering your audience space with ego left at the door.

Crucial Conversations – Navigating high-stakes comms

When Questions Fail, Try Elicitation

Elicitation is the subtle art of getting people to share information, especially the kind they may not think to reveal or feel hesitant to share using statements – ideal for tense negotiations, complex internal dynamics, or uncovering unspoken concerns.

The core techniques, like ‘Assuming Knowledge’ are designed to prompt clarification, correction or voluntary disclosure without having to ask a direct question.

E.g., Assumed Knowledge 
“It appears that your biggest priority in the next 12 months is AI investment.” (The other person will correct you or elaborate.)

Key takeaway, according to one of my favourite behaviour experts, Chase Hughes -  “the more sensitive the information, the less questions you need to be asking.”

For Elicitation methods and examples in the context of B2B tech, download the guide below. 👎

Before you try it, a word of caution: Elicitation can be a powerful tool, but used carelessly, it risks crossing into manipulation. In the right context, though, it’s a valuable technique for uncovering insight without pressure.

Internal Comms – How to connect, not just inform

Lead With The Tough News - They’ll Respect You More

Don’t save the hard news for last, that’s what people will remember.

Say it early, clearly, and with care.

For example: “We’ve made the difficult decision to reduce our workforce by 15%.”

Avoid spin, or perfectly crafted legalese BS.

Follow up with what you’re doing to support those affected. That might include extended notice periods, personalised job search support, or direct introductions to hiring partners in your network.

Respect isn’t about polished language, it’s about being upfront when it matters most.

Getting Clear – Communication that cuts through

How Writing Sharpens Strategic Thinking

If your thinking is fuzzy, your message will be too.

However, writing your ideas forces clarity. It helps you move from vague ambition to concrete action.

Take this: “Let’s go after enterprise clients.” Sounds strategic, but it’s not. What kind of enterprise? Why now?

Clear thinking sounds more like:
“We’ll target mid-tier banks in Q1, starting with existing fintech contacts, to double deal size over 12 months.”

When you spot unclear or vague ideas on paper or a whiteboard, it’s easier to surface assumptions, spot gaps, and refine direction.

Writing it down doesn’t just clarify what you think. It clarifies what you should do.

And when your strategy is clear, your sales, marketing, and customer messaging become aligned and impactful because everyone knows where you’re going and how to talk about it.

Ask Edith - Your communication challenges, answered

Bid Leadership Or Herding Cats?

Q: I’m the strategic seller leading a big bid with a mix of core team members and over 20 SMEs. Some are great. Others always miss deadlines or disappear into their day jobs. I don’t want to escalate every time, but how do I get what I need without becoming that person?

A: Start by giving them great source content (if possible AI-powered), not blank pages. Pair repeat offenders with a writer early. Free them up from other tasks if you can. Use small progress milestones and public recognition. Remind them why their input matters. Also, here are 3 ways to nudge and not nag. The first one makes people feel they’re in control, second one we make the assumption they care and third one we signal respect for their expertise:

1. “Would it be a bad idea to get your ideas down today so we can lock in a winning proposal?”

2. “Without your contribution, we’ll likely miss the milestone. I know that’s not what you want.”

3. “Your insights on this section would level it up. We can’t win this without you.”

Feeling supported, not pressured, is what gets people over the line.

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.