Simply Said

Simply Said Plot Summary

Introduction

Communication is perhaps the most fundamental skill that differentiates high performers in any workplace. Yet despite its importance, most of us receive little formal training on how to communicate effectively. We learn through trial and error, often developing habits that limit our impact rather than enhance it. The key to transforming your communication isn't mastering complex techniques or memorizing clever phrases. It's about a simple mindset shift: focusing less on yourself and more on others. When you make this shift, everything changes. Your presentations become more engaging, your emails get better responses, your meetings become more productive, and your relationships deepen. Throughout these pages, you'll discover practical, actionable strategies to make this shift in all your professional communications – and watch as your influence and impact naturally grow.

Chapter 1: Focus on the Other Person, Not Yourself

At its core, effective communication requires a fundamental shift in perspective. Instead of asking "What do I want to say?" the most impactful communicators ask "What does my audience need to hear?" This simple pivot changes everything. When we communicate, our natural tendency is self-focus. We construct messages from our own perspective, using our experiences as reference points and focusing primarily on what we know or want to express. This self-centered approach creates an immediate disconnect. Your audience processes information through their own filters and experiences, which are inevitably different from yours. Jay Sullivan, Managing Partner at Exec|Comm, tells a story about a banking executive he observed giving a presentation filled with complex graphs and charts. The presenter spoke confidently and had clearly spent hours preparing his slides. After the presentation, an audience member raised his hand and asked, "This is all very interesting, but what do you want us to know?" The speaker seemed confused, eventually responding, "I guess I want you to think about the following..." and delivered a simple two-sentence statement that should have been his opening message. When coaching professionals, Sullivan often asks presenters, "What's the key take-away for your audience? What is the one sentence you want resonating in everyone's head when you are done talking?" Surprisingly, many struggle to answer this question. If the speaker doesn't know what message they want to convey, how can the audience possibly understand it? Remember that your audience will only retain a fraction of what you say. When you focus on them instead of yourself, you naturally become more selective about the information you share, providing just the right level of detail and making your points more accessible. This other-centered approach is the single most significant differentiator between average and exceptional communicators. The practical application is straightforward: Before any communication, ask yourself, "Why is this person listening to me? What do they hope to gain? How can I make this relevant and valuable to them?" These questions will transform how you prepare and deliver your message.

Chapter 2: Deliver a Clear and Concise Message

A clear message is the foundation of all effective communication. Without clarity, even the most engaging delivery or sophisticated reasoning falls flat. Creating truly clear messages requires discipline and audience awareness. The most impactful messages share three key characteristics: they're short, use simple language, and focus squarely on audience needs. When crafting your key message, aim to keep it under 10 words. This constraint forces you to distill your thinking to its essential core. For example, instead of saying "Everyone's active participation in the bank's events is crucial to helping us develop a conscious and cohesive firm culture that we can all be proud of and that will help us attract high-quality associates," simply say "We hope to see you at as many firm functions as possible." During a time when risk and regulation were hot topics due to Sarbanes Oxley, Lisa Bennis, a former Managing Partner at Exec|Comm, worked with the leadership of a large professional services firm. The partner in charge of risk management initially considered using a message like: "We must have a strong risk management system in place so that we stay out of jail." After applying the clear message criteria, his revised message became: "Let's actively manage risk so it doesn't manage us." This shorter, more positive, audience-focused message resonated with his partners and gained their support for new policies. Sophisticated language rarely impresses audiences. In fact, when Exec|Comm surveyed over 1,800 business professionals about what communication skills they value most, not a single person ranked "Using sophisticated vocabulary" in their top three choices. People want impact, not linguistic gymnastics. Jargon also creates barriers to understanding. A litigator Sullivan worked with once mentioned that his grown children "live in three different venues" rather than saying "cities" - demonstrating how deeply specialized terminology can embed itself in our everyday language without our awareness. To maximize your message's impact, focus relentlessly on audience needs. When a financial analyst delivers market insights, an analyst-focused approach might begin with "I have revised my thesis about Acme..." while an audience-focused alternative would start with "Call your clients today and recommend that they sell Acme." The difference is dramatic - one centers on the speaker's thought process, the other on what the audience needs to do with the information. This approach extends to how you introduce yourself. Rather than stating your title ("I'm a tax partner at Smith & Jones"), describe your impact: "I help build housing" or "I help people make sure they have enough money for retirement." One attorney who structured financing for art projects brilliantly introduced himself by saying, "I marry money to movies" - a line that immediately sparked interest and conversation.

Chapter 3: Use Storytelling to Make Your Point

Stories stick with us long after facts and figures fade from memory. They engage both the emotional and rational parts of our brains, making our messages more memorable and persuasive. Sullivan recalls teaching a program at American Express more than a decade earlier. Years later, at an athletic committee meeting, a member approached him saying, "I remember you. I took your class. You told this story about your daughter and how even as an infant she had great eye contact." The man then recounted details from the story. He remembered the teaching point because of the story, and remembered the story because stories resonate in a way that abstract concepts simply cannot. Effective stories have a clear beginning, middle, and end. They set the scene quickly, build tension in the middle, and conclude with a clear point. Unlike Sullivan's Uncle Henry, whose stories dragged on so long they became family jokes, business stories should be concise and purposeful. Your opening line should establish context while remaining relevant to your point: "When I first came to work here..." immediately signals a story about organizational evolution, while "Late last week..." prepares the listener for recent developments that warrant attention. For professionals who aren't natural storytellers, analogies can serve as powerful substitutes. One participant in an Exec|Comm program struggled to convince leaders at her firm to engage in media interviews. Despite her passion, she couldn't craft a compelling story to convey the opportunity they were missing. Working with Jim Sterling, a partner at Exec|Comm, she developed an analogy comparing media interviews to being a "closer" in baseball: "Giving a media interview gets you in the game. When you conduct media interviews, your goal is not to be perfect, but rather to get your message out and build the brand. It's like being a 'closer' in baseball. Yes, you run the risk that you will throw the wrong pitch and blow the game, but if you don't try, you're frankly not doing your job and your team has no chance of winning." Whether using stories or analogies, always conclude by explicitly connecting to your main point. Don't assume your audience will draw the intended conclusion - make it clear what lesson they should take away. And remember, humor in presentations can be effective, but only if it comes naturally to you. As Sullivan notes, "Using humor in a presentation is like the price of a diamond: If you have to ask, you can't afford it."

Chapter 4: Master Your Body Language and Voice

Your physical presence dramatically affects how others perceive your message. Body language, voice quality, and eye contact can either reinforce or undermine your credibility, regardless of your words' quality. The overriding principle of effective delivery is being present to your audience. Listeners care less about whether you're nervous and more about whether you're genuinely engaged with them. When speakers appear distracted, preoccupied, or self-absorbed, audiences disconnect. Eye contact is perhaps the most crucial element of presence. However, conventional wisdom about "scanning the room" can actually increase nervousness. When you scan, your brain processes too much information - someone is doodling, another person is checking email, someone else just walked in late. This overload triggers a fight-or-flight response, increasing your breathing rate and heart rate, making your hands sweat and your feet fidget. Instead, look at one person at a time for a complete sentence - five to seven seconds. This approach offers three benefits: you'll relax, you'll avoid distractions, and most importantly, you'll build rapport with individual audience members. By staying with someone for a full thought, you communicate, "It's important to me that you get this message." Jun Medalla, a partner at Exec|Comm, witnessed the power of this focused approach when working with Francis, who struggled with stuttering during presentations. After teaching Francis to find a friendly face, focus his eyes, and speak to one person at a time, Francis delivered a seven-minute presentation without a single stutter - the first time in his nearly 40 years that he'd accomplished this feat. Your voice is equally powerful. When nervous, most people speak too quickly, making them sound apologetic for taking up the audience's time. By consciously slowing down and pausing between sentences, you give listeners time to process your message. Volume matters too - project louder than feels necessary, especially in sound-absorbing conference rooms or on calls with multiple distractions. Most importantly, vary your pace, volume, tone, and inflection to maintain interest. Your body language should minimize any chance of misinterpretation. When seated, sit on the front two-thirds of your chair with your spine straight, which increases your height, improves your breathing, and projects confidence. Keep your hands apart to avoid fidgeting behaviors that signal nervousness. When standing, take a solid stance with your feet under your hips and weight evenly balanced. Joe Rigney, a partner at Exec|Comm, coached a senior healthcare executive named David who struggled with presence in large meetings. Though friendly and engaging in casual conversation, David's demeanor changed dramatically when presenting business content - he'd look at the ceiling when thinking, clasp his hands tightly, and use closed body language that isolated him from his audience. Through practice and focused coaching, David learned to relax and treat formal presentations as comfortable conversations. Months later, when called upon to deliver his brother's eulogy, David wrote to Rigney that the skills had given him "vastly more competence and therefore confidence" in creating a lasting tribute during this profoundly personal moment.

Chapter 5: Structure Your Content for Maximum Impact

How you organize your information significantly affects its impact. The structure should reflect both your audience's needs and your purpose - whether to inform or persuade. Start by understanding what your audience needs to take away from your communication. For instance, when updating your boss on Project X, begin with the broadest possible assessment: "Regarding Project X, everything is on track" or "Regarding Project X, we've hit a snag." This immediate context lets your boss know how to process the details you'll share next. For formal presentations to larger groups, avoid opening with "I'm here today to give you a presentation on X." No one wants to be "presented to." Instead, say "I'm here today to talk to you about X," which suggests dialogue rather than monologue. When your goal is simply to inform - when you want your audience to know something - follow the informative presentation format. This time-tested structure follows Aristotle's advice: tell them what you're going to tell them, tell them, then tell them what you've told them. For a 10-minute presentation, this typically means seven slides - an agenda, one slide for each agenda item, and a summary. When you need your audience to take action - when you want them to do something - use the persuasive presentation format. This requires eight slides for a 10-minute talk. Begin with a hook to grab attention, then quickly share your recommendation. Spend most of your time explaining the benefits to your audience, prove each benefit, summarize, and outline next steps. The hook can be a problem statement ("Sales are down sharply compared to this time last year"), a compelling statistic, or a rhetorical question. Asking a rhetorical question serves three purposes: it frames the discussion, creates the illusion of participation, and helps you overcome initial presentation jitters by creating a more conversational tone. After hooking your audience, state your recommendation clearly. Many presenters prefer to build their case first and save their conclusion for the end, but this approach has two problems: it wastes time and tries your audience's patience. Tell them where you're headed, and they'll understand the path more clearly. Most importantly, focus on what's in it for your audience. Address the universal motivators of time, feelings, and money: how will your recommendation save them time, make them feel better, or save/make them money? Then prove these benefits using testimonials, statistics, or anecdotes. When crafting your content, work in a different order than you'll present it. Start by defining your message and the benefits to your audience. Then create your hook and develop proof points for your benefits. This approach produces more cohesive, audience-focused presentations that drive results.

Chapter 6: Listen Actively to Understand Fully

Effective communication isn't just about what you say - it's equally about how you listen. True listening requires energy and intention; it's far from the passive activity many consider it to be. When listening to someone, the same body language factors that affect your delivery still apply. You need to show engagement through eye contact, occasional nods, and thoughtful responses that signal you're processing what's being said. We've all experienced talking to someone who sits silent and stone-faced, making us wonder if we're reaching them at all. Charlie Murphy, an executive at a large construction management firm, developed such a strong reputation as a great listener that colleagues repeatedly mentioned his name when asked about exemplary executive presence. When interviewed about his listening technique, Murphy was surprised and flattered by his reputation. "Not much," he said when asked what he does differently. "But I am conscious of giving someone my attention. When someone comes into my office, I put my laptop screen down and I flip my iPhone over. Then I push them to the side so there is no barrier between me and the person I am talking to. That's all." Maintaining eye contact is as crucial when receiving information as when delivering it. If you're at a meeting where you present first, don't mentally check out when it's someone else's turn. Stay engaged throughout - the body language that can be misperceived when you're presenting can be equally misinterpreted when you're listening. Taking notes is another way to stay focused and signal engagement. When someone speaks, don't write down every word they say. Instead, jot down key points - just enough to grasp the kernel of important information. Your notes will help you remember what was said, and they signal to the speaker that you value their input. The most effective listeners change the conversational norm. Instead of viewing conversation as a competition where you wait for your turn to speak, try saying "That's really interesting" or "Tell me more about that" when the other person finishes. This simple shift creates a world of view change for the other person - they don't have to fight to contribute, as you're actively inviting their perspective. Asking probing questions is essential for deeper understanding. Think of information like a pyramid: at the top is what you know you know, next is what you think you know, below that is what you know you don't know, and the vast base represents what you don't even know you don't know. Your job in any meeting is to dig down to uncover information you didn't know you needed. Use open-ended questions (starting with "what," "why," or "how") rather than closed-ended questions (beginning with "did," "can," "have," or "would"). Open questions encourage deeper reflection and disclosure. For instance, instead of asking "Any other challenges with this issue?" (which makes it easy for someone to say "no"), ask "What other challenges are you facing with this issue?" This presumes challenges exist and encourages sharing. Christine Healey de Casanova, a partner at Exec|Comm, suggests using "small listen" to make small talk easier. Rather than focusing on what you can tell, focus on what the other person can share by asking questions that can't be answered in one word: "What was it like?" "What did you think of...?" "How did you decide to...?" and "Then, what happened?" Listen attentively and respond naturally with "Wow," "Really!" or "That sounds exciting/challenging," then follow up with another question.

Chapter 7: Handle Questions with Confidence and Grace

How you respond to questions reveals much about your preparation, confidence, and relationship with your audience. Questions represent opportunities to deepen audience understanding and strengthen your connection with listeners. Many presenters fear being asked something they don't know, but if you've prepared well, you'll likely have answers to any relevant questions. The outliers that surprise you are usually tangentially related to your topic or concern unexpected details. In these cases, audiences are generally forgiving if you don't have an immediate answer. To respond effectively to questions, follow a four-step process. First, listen to the entire question. This sounds obvious, but many speakers hear a "buzzword" that triggers a specific response, causing them to stop listening and start formulating an answer. If the question veers from where you thought it was heading, you'll miss the mark. Second, gain time to think. Since we can think about ten times faster than we speak, adding a few words between the question and your answer gives your brain time to formulate a better response. One technique is to repeat or rephrase the question: "How are we doing on the project timeline?" becomes "The timeline..." or "How we are doing on the timeline." Another approach is using a "lead-in" that comments on either the questioner or the question: "Great question" or "It's great that you're concerned about timing." Use variety in your lead-ins to sound genuine, and be sincere - not every question deserves praise. Third, answer briefly and, if possible, reaffirm your main point. Someone's question isn't permission to add back all the content you edited out of your presentation. Give a few responsive sentences and, when appropriate, reinforce your key message. Finally, ask for the next question. When answering after a large presentation, look directly at the questioner during the first part of your answer, then shift your attention to someone else as you finish. End by raising your hand and asking "Any other questions?" This approach shares your response with the entire audience and prevents creating a private conversation with one person. Sometimes questions come from emotion rather than reason. When faced with an emotional question, follow a three-part structure: acknowledge, relate, and transition to your answer. Start by saying "I appreciate/understand/share your concern about..." Name the emotion (except anger - use "concern" instead) to legitimize it. Then relate to the person if you can do so genuinely: "I also felt like you do" or "I too would want to know the same thing if I were you." Finally, transition to your answer, avoiding words like "but" or "however" which negate the positive rapport you've built. Sullivan recounts overhearing a conversation where one person told another they had sold organs in college. The listener assumed human organs and became increasingly confused as the conversation progressed. It turned out the speaker had sold musical organs! This illustrates why confirming what you think you heard is so important - we all make assumptions, and clarifying prevents miscommunication.

Summary

Effective communication is deceptively simple yet profoundly powerful. At its core, it requires just one fundamental shift: focus less on yourself and more on other people. This principle applies whether you're giving a presentation, writing an email, leading a meeting, or having a casual conversation with a colleague. Throughout these pages, we've explored practical strategies for making this shift in various professional contexts. From crafting clear messages to telling engaging stories, from mastering your body language to listening actively, each skill builds upon this central idea. As Jay Sullivan reminds us, "Your message to the world is not about yourself, but about how you impact the world." When you embrace this perspective, your communication naturally becomes more impactful and your professional relationships more meaningful. Start today by examining one upcoming communication through this lens. Before your next email, meeting, or presentation, pause and ask: "What does my audience need from this interaction? How can I make this valuable for them?" This simple practice, applied consistently, will transform not only how others perceive you but how you connect with the world around you.

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Jay Sullivan

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