Communication

Everyone gets ICP wrong. What people think ICP stands for is 'Ideal Customer Profile.' But here's the problem: Most companies define it like this: → 200+ employees → Technology industry → Series B or later → VP of Sales is the buyer That's not an ICP. That's demographics and firmographics. I want you to think about ICP differently. ICP = Ideal Customer PROBLEMS. Your real ICP isn't a company size or an industry. It's the customers who have the specific problems you solve. I was recently speaking at a conference with 150 CEOs in the room. I asked them: "What problems do you solve?" Four or five of them answered. Every. Single. One. talked about benefits. Not problems. "We help companies scale faster." "We improve operational efficiency." "We drive revenue growth." Those aren't problems. Those are outcomes. Problems sound like: "Our reps are wasting 3 hours a day on manual data entry." "We're losing deals because our follow-up takes 5 days." "Our managers have no visibility into pipeline until it's too late." THAT'S the level of specificity you need. Here's the truth: There are plenty of 200-person tech companies that don't have the problems you solve. And there are 50-person companies outside your "ICP" that are DESPERATE for what you do. Firmographics are just prerequisites. They increase the likelihood of the problem existing. But the problem is the actual qualifier. When you take a problem-based approach: → Your prospecting gets sharper → Your messaging gets clearer → Your discovery gets deeper → Your win rates go up Stop defining ICP by company size. Start defining it by customer problems. This will change how you target, who you target, how you message and most importantly how quickly you can close.

IndiGo (InterGlobe Aviation Ltd) CRISIS WASN’T IN THE SKIES. IT WAS IN THE LEADERSHIP CABIN. Three things stood out. One: Employees were left alone to face furious customers. No leader should ever let that happen. If you don’t stand by your people in a storm, don’t expect them to stand by your customers in the sun. Customer experience collapses the moment employees feel abandoned. Two: In any crisis, honesty is the only strategy that works. This time, the communication wasn’t transparent. When leaders hide the full picture, years of goodwill can disappear overnight. A crisis can earn trust, but only if you tell the truth. Three: The belief that “we are too big to be ignored” has ended more companies than competition ever has. Customers always have a choice. And if they don’t, they will create one. We shouldn’t watch the Indigo crisis like spectators. This is a reminder for every leader to build their own crisis blueprint. Because crises will come, when they do, your response becomes your reputation. There is more to business than profits. There are people, trust, and how you show up when it matters most.

One skill separates great communicators from average ones: Perspective-taking. The ability to see things from someone else’s point of view. But most people do it wrong. Here’s how to do it right, especially when you’re leading or being led: When you’re the boss, persuading down: You’re trying to convince Maria on your team to do something different. She’s pushing back. Your instinct might be to assert your authority. But that’s a mistake. Here’s why… Research shows: The more powerful you feel, the worse your perspective-taking becomes. More power = less understanding. So if you want to persuade Maria, don’t lean into your title. Do the opposite: dial your power down, just briefly. Try this: Before the next conversation, remind yourself: Maria has power too. I need her buy-in. Maybe she sees something I don’t. Lower your feelings of power to raise your perspective. From that place, ask: → What does she see that I’m missing? → What might be in her way? → What’s a win-win outcome? That shift changes the entire dynamic. Instead of steamrolling, you’re collaborating. And that’s how you earn trust and results. Now flip it. You’re the employee persuading your boss. It’s a high-stakes moment. You’re nervous. So do you appeal to emotion? No. Drop the feelings. Focus on interests. Here’s the key question: “What’s in it for them?” Not how you feel. Not your big dream. → Will it save time? → Improve performance? → Help them hit their goals? Make it about their world, not yours. Why? Because every boss has a mental shortcut: → Does this employee make my life easier or harder? Be the person who brings clarity, ideas, and upside. Not complaints, drama, or friction. In summary: → Persuading down? Dial down your power to see clearer. → Persuading up? Focus on their interests, not your emotions. Perspective-taking is a superpower, if you learn how to use it. Now practice, practice, practice.

I was shadowing a coaching client in her leadership meeting when I watched this brilliant woman apologize six times in 30 minutes. 1. “Sorry, this might be off-topic, but..." 2. “I'm could be wrong, but what if we..." 3. “Sorry again, I know we're running short on time..." 4. “I don't want to step on anyone's toes, but..." 5. “This is just my opinion, but..." 6. “Sorry if I'm being too pushy..." Her ideas? They were game-changing. Every single one. Here's what I've learned after decades of coaching women leaders: Women are masterful at reading the room and keeping everyone comfortable. It's a superpower. But when we consistently prioritize others' comfort over our own voice, we rob ourselves, and our teams, of our full contribution. The alternative isn't to become aggressive or dismissive. It's to practice “gracious assertion": • Replace "Sorry to interrupt" with "I'd like to add to that" • Replace "This might be stupid, but..." with "Here's another perspective" • Replace "I hope this makes sense" with "Let me know what questions you have" • Replace "I don't want to step on toes" with "I have a different approach" • Replace "This is just my opinion" with "Based on my experience" • Replace "Sorry if I'm being pushy" with "I feel strongly about this because" But how do you know if you're hitting the right note? Ask yourself these three questions: • Am I stating my needs clearly while respecting others' perspectives? (Assertive) • Am I dismissing others' input or bulldozing through objections? (Aggressive) • Am I hinting at what I want instead of directly asking for it? (Passive-aggressive) You can be considerate AND confident. You can make space for others AND take up space yourself. Your comfort matters too. Your voice matters too. Your ideas matter too. And most importantly, YOU matter. @she.shines.inc #Womenleaders #Confidence #selfadvocacy

“Our messaging is not working” Enrique Ortiz, a veteran conservationist and founding member of the Andes Amazon Fund, has spent decades translating the complexities of ecosystems into action. But in his recent commentary for Mongabay, he issues a striking critique—not of science itself, but of how it’s conveyed. “Facts are not the most important part,” Ortiz writes. “The current narrative needs a re-thinking.” That rethinking, he argues, begins not with more data, but with deeper insight into how people process information, make decisions, and respond emotionally to the world around them. Ortiz’s concern is not that people are unaware of climate change. In fact, the majority of the global population acknowledges it. But many remain unmoved, caught in a web of abstract language, ideological filters, and emotional distance. Scientific accuracy, while essential, often falters in the face of cognitive and cultural barriers. Ortiz points to the findings of cognitive scientists and neuroscientists: facts rarely shift belief systems. Instead, people gravitate toward stories, experiences, and social cues. “When facing uncertainty,” he notes, “humans make decisions that are satisfactory, rather than optimal.” This disconnect, Ortiz argues, is especially clear in environmental communication. Words like “rewilding,” “green,” or “ecological” may have once inspired clarity, but have since become muddled through overuse or conflicting interpretations. Worse, they sometimes trigger skepticism or backlash. In this fog of abstraction, the human connection is lost. What’s needed, Ortiz suggests, is a new narrative strategy—one that harnesses the emotional power of stories and speaks to how people actually think and feel. He draws from his own experience as an educator: while his lectures on plant-animal interactions faded from memory, it was the stories that lingered. This phenomenon, known as “narrative transportation,” isn’t mere sentimentality. It’s a neurological reality that helps ideas stick—and decisions shift. Rather than continuing to warn of catastrophe, Ortiz believes we should share stories of adaptation and resilience. From Andean farmers modifying how they grow quinoa and potatoes, to everyday consumers making environmentally conscious choices, these narratives offer agency and hope. They bridge divides and foster shared values. “Our messaging is not working,” Ortiz writes bluntly. “We need a revolution in narratives—and in how we tell them.” That revolution may begin not in the lab or the newsroom, but in the quiet space where empathy meets understanding—and where change can finally take root. 📰 His piece: https://lnkd.in/gmrWBcc5 📸 Hoatzin. My photo.

Most leaders undermine themselves without realizing it. It happens in every email they send. I've coached 100s of CEOs who wonder why their emails get ignored. The pattern is clear: They write like they're asking for permission instead of leading. Here’s how weak leaders communicate: ❌ "Let me know if this works for you..." ❌ "I think there might be an issue..." ❌ "Hope this email finds you well..." ❌ "I was just wondering if maybe..." ❌ "Whenever you get a chance..." ❌ "Just following up again..." ❌ "Does that make sense?" ❌ "Sorry to bother you..." ❌ "I'll try to get it done..." ❌ "I'm no expert, but..." ❌ "Sorry for the delay!" ❌ "I hate to ask, but..." These phrases scream uncertainty. They make recipients think your message isn't worth their time. Great leaders write differently: ✅ "I need your help with this." ✅ "I'll have this to you by 3pm." ✅ "Can you confirm by Friday?" ✅ "Thank you for your patience." ✅ "I need your expertise on this." ✅ "Have you had time to review?" ✅ "What questions do you have?" ✅ "This needs attention by [date]." ✅ "I've identified a problem with..." ✅ "Hi Sarah, I'm reaching out about..." ✅ "Based on the data, I recommend..." ✅ "Please confirm you can meet this deadline." Notice the difference? Clear expectations.  Direct language.  Zero apologies. This isn't about being harsh. It's about being clear. When you water down your language, people assume: Your request isn't important. You're not confident in your ask. They can deprioritize your email. But when you write with conviction: People respond faster Decisions happen quicker Your ideas carry more weight The most successful leaders I know don't write longer emails. They write clearer ones. They don't use more words. They use better ones. Your communication style is your leadership brand. And every weak phrase dilutes it. So starting today, lead with clarity. Write like the leader you are. Watch how quickly things change. ♻️ Repost to help a leader in your network. Follow Eric Partaker for more communication insights. — 📌 Want the high-res version of the Email Like a CEO framework? Subscribe to my free newsletter and I’ll send you the full PDF — plus one concise, highly actionable leadership insight every week to help you communicate with clarity, authority, and impact. Join 235,000+ leaders committed to operating in the top 2%. https://lnkd.in/eJxApzCj

🌍 Ten Years After Paris: is the Climate Crisis a Disinformation Crisis? In 2015, the world made a historic promise: to keep global warming well below 2°C, and ideally below 1.5°C. We committed to major emission cuts by 2030, and net-zero by 2050. The Paris Agreement marked a new era of global climate cooperation. But ten years on, we're still struggling with cooperation while the World Meteorological Organization tells us that the Earth’s average temperature exceeded 1.5°C over a 12-month period (Feb 2023–Jan 2024) for the first time. Why? 🔍 A groundbreaking new study, led by 14 researchers for the International Panel on the Information Environment, reviewed 300 studies from 2015–2025. The findings are alarming: powerful interests – fossil fuel companies, populist parties, even some governments – are systematically spreading misleading narratives to delay climate action. 🧠 Misinformation isn't just about denying climate change. It’s now about strategic skepticism – minimizing the threat, casting doubt on science-based solutions, and greenwashing unsustainable practices. 📺 This disinformation flows through social media, news outlets, corporate reports, and even policy briefings. It targets all of us – but especially policymakers, where it can shape laws and delay critical decisions. 💡 So what can we do? 1️⃣ Legislate for transparency and integrity in climate communication. 2️⃣ Hold greenwashers accountable through legal action. 3️⃣ Build global coalitions of civil society, science, and public institutions. 4️⃣ Invest in climate and media literacy for both citizens and leaders. 5️⃣ Amplify voices from underrepresented regions – like Africa – where more research is urgently needed. We must protect not only the planet’s climate, but the integrity of climate information. 🔗 Read more on how disinformation is undermining climate progress – and what we can do about it: https://lnkd.in/eDN9hKAJ 🕰️ The window is small. But with truth, science, and collective action, we can still turn the tide.

I just watched a brilliant young mind quit after his first performance review.  The system didn't fail, it worked exactly as designed. And that's the problem. A close friend's son called me yesterday asking for advice. This kid has always been exceptional - top of his class, and one of the most hardworking young minds I know. He joined a company last year, excited to prove himself. His first performance review just happened. They put him on a PIP for "team collaboration issues." Here's what actually happened that past year: + On-time, flawless project delivery. + Zero complaints from stakeholders. + Often stayed late to get things right. But he wasn’t loud. He didn’t hang around in Slack threads and coffee chats or networked just for the sake of being visible. He focused on the work. And that somehow became a problem. When he called me, his voice was shaking. "I keep questioning myself. Maybe I really am terrible at my job." Just imagine an A-player, now doubting his entire future because our review systems punish introverts, misfit metrics, and non-traditional brilliance. I told him what I'm telling you: You're not the problem, kid. The system is. Four decades in this industry, and this still breaks my heart every time.  We're crushing exceptional talent with processes designed for a different era. We measure yesterday's activities instead of tomorrow's potential. The best leaders understand that real performance happens in real-time, not annual reviews. They coach continuously, celebrate wins immediately, and address challenges before they destroy confidence. ✅ Netflix eliminated performance reviews entirely.  ✅ Adobe replaced them with ongoing conversations.  ✅ Google shifted to quarterly goals with continuous feedback. These aren't experiments, they're competitive advantages. While traditional companies waste months on review documents nobody reads, smart organisations invest that time in actual development conversations that drive results. We need to replace annual reviews with monthly check-ins that matter. And most importantly, replace the assumption that people need to be "reviewed" like products with the understanding they need to be supported, challenged, and trusted to grow. That young man will find a company that values his work ethic over his small talk skills. His former employer will keep wondering why they can't retain talent while using the same broken processes. The difference will transform one organisation and devastate the other. So, stop managing performance like it's a quarterly report. Start enabling it like it's a human being's career and dreams. #performancereviews #thoughtleadership

Most women aren’t struggling with ambition. They’re struggling with permission. To want more. To ask for more. To be more. And it’s not because we don’t have the drive, It’s because we’ve been taught that asking for what we want comes at a cost. “Women don’t advocate for themselves.” That’s the diagnosis. But let’s talk about the conditioning that created this symptom. 🧠 From a young age, we were trained to betray our own instincts in the name of likability. When we spoke up, we were told to be polite. When we led, we were labeled bossy. When we stood our ground, we were deemed difficult. Then we entered the workplace. And suddenly, those same qualities - assertiveness, clarity, ambition - became the ticket to success. Except now, they came with a cost: ⚡️ The likability backlash ⚡️ The ambition tax ⚡️ The invisible double standard So when people ask, “Why don’t women advocate for themselves?” I always ask back: “Why would they - when the price has always been higher than the reward?” During the group coaching session of our "Transform from Hidden Talent to Visible Leader" online program, one pattern showed up across the board: 👉 A hesitation to own their success. 👉 A discomfort with visibility. 👉 A learned fear of being “too much.” Not because they lacked value. But because no one taught them how to advocate without guilt or backlash. Here are 3 truths no one puts in leadership books: 💥 1. Self-advocacy is a continuous act of honoring your future self. Self-advocacy isn’t just about today, it’s about shaping the future you want. Every decision you make should align with where you want to be, not just where you are. • Say no to distractions that pull you away from your long-term goals. • Prioritize yourself by making decisions that build your future, not just serve immediate needs. Your future self will thank you. 💥 2. Stop asking for permission through politeness. How often do you hear: “Sorry to interrupt…” “This might not make sense, but…” “Just a thought…” Delete the disclaimer. Start with your point. You’re not a guest in the room. 💥 3. Your work will not speak for itself. It never has. And that’s not your fault. But it is your responsibility to make it visible. Strategically. Boldly. Without apology. If this resonates, and you’re in a season of wanting to be seen -  not just for what you do, but for who you are when you lead Join the waitlist for our next cohort of From Hidden Talent to Visible Leader - a 4-week online experience for women who are ready to advocate for themselves with clarity, strategy, and quiet power. It’s not about becoming louder. It’s about becoming more you. ✨ Link in comments #HiddenTalentToVisibleLeader #WomenInLeadership #TheElevateGroup #PowerfullyYou #UnlearnToRise

I used to think having a voice meant always using it. The thing is, you can’t learn when you’re the one doing all the talking. In my younger days, I believed I had to speak up to let others know how much I knew. To show that I had something valuable to say. That I belonged. I was so focused on being heard, so I wasn’t really listening. With age, I realised that’s a mistake I needed to correct. These days, when I sit down with the youngsters – writers and directors who’ve just entered the industry, entrepreneurs or even creators – I’m mostly just all ears. I listen to them speak about things that never existed in my world. New technologies. New ideas. New ways of thinking. The kind of passion and energy that drives this generation. I could go on about the old-school ways of doing things. Or try to prove I know better. But I’ve realised there’s greater value in what I can absorb. Staying quiet allows you to pick up on things you would otherwise miss. Whether it’s the fresh perspective of a young founder, or the tech-driven solutions of a creative professional. And you know what? It’s worked for me. Being silent isn’t about hiding your voice. It’s about understanding when speaking up is valuable and when listening is the smarter choice. Sometimes, it’s just about being patient. About letting things unfold without forcing your way through. I’ve seen it play out in films, at work, even at home with my kids. When you’re quick to react, you’re quick to miss the point. But when you wait, when you allow yourself to listen, the answers often reveal themselves. It’s not just about learning or absorbing. It’s also about protecting yourself from saying or doing something you’ll regret. And then, there’s the part about speaking in anger. When you speak in anger, your words will always outrun your mind. You say things you can’t take back. It’s better to hold back, let the anger pass, and then speak with clarity. Knowing when to speak is important. But knowing when to stay silent - that’s where real power lies.