Clarity In Communication Quotes

It's up to the artist to use language that can be understood, not hide it in some private code. Most of these jokers don't even want to use language you and I know or can learn . . . they would rather sneer at us and be smug, because we 'fail' to see what they are driving at. If indeed they are driving at anything--obscurity is usually the refuge of incompetence.

It's the strangest thing about being human: to know so much, to communicate so much, and yet always to fall so drastically short of clarity, to be, in the end, so isolate and inadequate. Even when people try to say things, they say them poorly or obliquely, or they outright lie, sometimes because they're lying to you, but as often because they're lying to themselves.

A story always sounds clear enough at a distance, but the nearer you get to the scene of events the vaguer it becomes.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Once you can communicate with yourself, you'll be able to communicate outwardly with more clarity. The way in is the way out.

It's the strangest thing about being human: to know so much, to communicate so much, and yet always to fall so drastically short of clarity, to be, in the end, so isolate and inadequate.

God’s warriors don’t avoid conflict. They fight through it with communication and a positive outlook.

When you meet a dark angel don't you ever for one minute believe they are bad because they have faced the worst demons and lived to guide you through yours. It really isn't an easy job they have been asked to do, but then neither was standing on the front line during the war in heaven.

I've always admired people who give accurate directions, and the tribe is small.

So what do you do when you are stuck? The first thing I do when I am stuck is pray. But I’m not talking about a quick, Help me Lord, Sunday’s a comin’ prayer. When I get stuck I get up from my desk to head for my closet. Literally. If I‘m at the office I go over to a corner that I have deemed my closet away from home. I get on my knees and remind God that this was not my idea, it was His… None of this is new information to God… Then I ask God to show me if there is something He wants to say to prepare me for what He wants me to communicate to our congregation. I surrender my ideas, my outline and my topic. Then I just stay in that quiet place until God quiets my heart… Many times I will have a breakthrough thought or idea that brings clarity to my message. . . Like you, I am simply a mouthpiece. Getting stuck is one way God keeps me ever conscious of that fact.

Anger is an assertion of rights and worth. It is communication, equality, and knowledge. It is intimacy, acceptance, fearlessness, embodiment, revolt, and reconciliation. Anger is memory and rage. It is rational thought and irrational pain. Anger is freedom, independence, expansiveness, and entitlement. It is justice, passion, clarity, and motivation. Anger is instrumental, thoughtful, complicated, and resolved. In anger, whether you like it or not, there is truth. Anger is the demand of accountability, It is evaluation, judgment, and refutation. It is reflective, visionary, and participatory. It's a speech act, a social statement, an intention, and a purpose. It's a risk and a threat. A confirmation and a wish. It is both powerlessness and power, palliative and a provocation. In anger, you will find both ferocity and comfort, vulnerability and hurt. Anger is the expression of hope. How much anger is too much? Certainly not the anger that, for many of us, is a remembering of a self we learned to hide and quiet. It is willful and disobedient. It is survival, liberation, creativity, urgency, and vibrancy. It is a statement of need. An insistence of acknowledgment. Anger is a boundary. Anger is boundless. An opportunity for contemplation and self-awareness. It is commitment. Empathy. Self-love. Social responsibility. If it is poison, it is also the antidote. The anger we have as women is an act of radical imagination. Angry women burn brighter than the sun. In the coming years, we will hear, again, that anger is a destructive force, to be controlled. Watch carefully, because not everyone is asked to do this in equal measure. Women, especially, will be told to set our anger aside in favor of a kinder, gentler approach to change. This is a false juxtaposition. Reenvisioned, anger can be the most feminine of virtues: compassionate, fierce, wise, and powerful. The women I admire most—those who have looked to themselves and the limitations and adversities that come with our bodies and the expectations that come with them—have all found ways to transform their anger into meaningful change. In them, anger has moved from debilitation to liberation. Your anger is a gift you give to yourself and the world that is yours. In anger, I have lived more fully, freely, intensely, sensitively, and politically. If ever there was a time not to silence yourself, to channel your anger into healthy places and choices, this is it.

Clarity of thought is a must for brevity in speech.

The Five C's of Coaching: 1- Clarity 2- Communication 3- Collaboration 4- Commitment 5- Culture

The buyer is always tuned in to one radio station: WIIFM (What's In It For Me). The rest is filtered out as noise.

Stories connect us at a human level that factual statements and logical arguments can't possibly match.

If communication cannot achieve consensus, we must live with the broken pieces of unfulfilled expectations and recognize the failure of dialogue, trust, and reciprocity. In the meantime, let us identify the cracks and breaches in the blurred mirror of the past and build a new canvas of hope and clarity. ("Poste Restante")

She looked down a slope, needing to squint for the sunlight, onto a vast sprawl of houses which had grown up all together, like a well-tended crop, from the dull brown earth; and she thought of the time she’d opened a transistor radio to replace a battery and seen her first printed circuit. The ordered swirl of houses and streets, from this high angle, sprang at her now with the same unexpected, astonishing clarity as the circuit card had. Though she knew even less about radios than about Southern Californians, there were to both outward patterns a hieroglyphic sense of concealed meaning, of an intent to communicate. There’d seemed no limit to what the printed circuit could have told her (if she had tried to find out); so in her first minute of San Narciso, a revelation also trembled just past the threshold of her understanding.

Communication without clarity is noise. Speak with purpose and you’ll propel your audience to take massive action towards a journey of self-improvement.

When a person feels appreciated for their infinite and absolute value, you can then communicate about any issue and you will have their cooperation and respect.

Your audience is waiting for your stories. They have memory slots tailor-made to light up and remember you.

Talk is only a pretext for other, subtler forms of communication. When the latter are inoperative speech becomes dead. If two people are intent upon communicating with one another it doesn’t matter in the least how bewildering the talk becomes. People who insist upon clarity and logic often fail in making themselves understood. They are always-searching for a more perfect transmitter, deluded by the supposition that the mind is the only instrument for the exchange of thought. When one really begin to talk one delivers himself. Words are thrown about recklessly, not counted like pennies. One doesn’t care about grammatical or factual errors, contradictions, lies and so on. One talks. If you are talking to some one who knows how to listen he understands perfectly, even though the words make no sense. When this kind of talk gets under way a marriage takes place, no matter whether you are talking to a man or a woman. Men talking with other men have as much need of this sort of marriage as women talking with women have. Married couples seldom enjoy this kind of talk, for reasons which are only too obvious.

One of the greatest responsibilities of an organization’s leadership is to communicate with unwavering clarity the values on which the organization has been built.

Clarity is a sign of intellectual energy.

Clarity trumps context.

Well, there would be no sound if we shout on the background.

Your network is the new professional safety net.

The best speakers are voracious readers. Reading is like priming the pump. If we only rely on our own imagined creativity and genius, we will soon be out of material and out of work. Creativity is really at its peak when we are stimulated by the thoughts and work of others.

I love the alien in people, god I love the wildness, the wit, the lightning of the Other mind. A kind of sex-in-the-head, you know it's a rather Victorian affliction. Something to do with communication. I have had moments of communication with people, often totally unsuitable people, which had a truly unholy intensity... A sort of orgasmic meaningfulness and clarity, you know, all the old romantic stuff - two strangers stop and suddenly exchange glimpses of reality before moving on into the mists.

Advertising is far more than just a communications industry. It's a problem-solving industry that also teaches you about life, how it encourages you to focus your thinking and produce something of genuine value. Why? Because that will make the advertising task so much easier. You're not equipped with a unique set of insights and experiences across a broad range of markets, allowing you to bring clarity and inspiration to anything you wish to produce.

It’s the strangest thing about being human: to know so much, to communicate so much, and yet always to fall so drastically short of clarity, to be, in the end, so isolate and inadequate. Even when people try to say things, they say them poorly, or obliquely, or they outright lie, sometimes because they’re lying to you, but as often because they’re lying to themselves.

But you can see it, Harriet, a look in his eyes, an alertness, as if somewhere behind the disease, behind the scar tissue, behind the fog of disassociation, Bernard is all there, he's just lost his ability to communicate. Like somebody turned off his volume. You're certain he can see everything that is transpiring with crystal clarity, and he can't do a goddamn thing about it.

Be clear! Be clear! Be clear!” Clarity does not come easily. When we train to be expositors, we probably spend three or four years in seminary. While that training prepares us to be theologians, it sometimes gets in our way as communicators. Theological jargon, abstract thinking, or scholars’ questions become part of the intellectual baggage that hinders preachers from speaking clearly to ordinary men and women.

[George] Steiner makes two other points worth mentioning about the consequences of language abuse: as usable words are lost, experience becomes cruder and less communicable. And with the loss of the subtlety, clarity, and reliability of language, we become more vulnerable to crude exercises of power.

Having and authentic voice means that: - We can openly share competence as well as problems and vulnerability. - We can warm things up and calm them down. - We can listen and ask questions that allow us to truly know the other person and to gather information about anything that may affect us. - We can say what we think and feel, state differences, and allow the other person to do the same. - We can define our values, convictions, principles, and priorities, and do our best to act in accordance with them. - We can define what we feel entitled to in a relationship, and we can clarify the limits of what we will tolerate or accept in another’s behavior. - We can leave (meaning that we can financially and emotionally support ourselves), if necessary.

He was becoming something the world had never seen before - a dream animal - living at least partially within a secret universe of his own creation and sharing that secret universe in his head with other, similar heads. Symbolic communication had begun. Man had escaped out of the eternal present of the animal world into a knowledge of past and future. The unseen gods, the powers behind the world of phenomenal appearance, began to stalk through his dreams.

One thought fixed upon the mind will be better than 50 thoughts flittering across the ear.

Clarity leads to attention and attention leads to results.

honesty + natural bond + laughter and joy + genuine mutual support + revitalizing interactions + authentic communication = empowering friendships

conflict worsens when two people fall into defensive reactions. then there is no real communication happening, only trauma arguing with trauma.

Clear and honest communication will solve a plethora of problems in your life. Speak up.

Create and communicate absolute clarity of purpose.

While active listening is crucial for optimal communication, we are faced with a dilemma which can perplex even the sincerest and engaged of individuals.

Being grounded in your lifelong culture and your personal perspective, you are comfortable with the way you see things and may believe it is the best and only way.

base your relationship on clear communication and voluntary commitments, not expectations

Proper pronunciation is essential for clarity in effective communication. By aiming to be clear in your speech, you'll build self-confidence and credibility.

Nobody cares about you, your brand, or your company. You're irrelevant...until proven otherwise.

What we offer needs to be a clear and obvious fit for our customers. We need to help others envision exactly what they're buying - in concrete terms.

A memory dart is your shorthand verbal business card. It is your identity implanted directly into the memory of your listener.

Think of the communication that takes place in your own life on a continuous basis—at home, at work, with friends, and beyond. When you actively listen to people, you enhance communication.

It is generally believed that nearly 40 percent of your first impression will be set from the tone of your voice. Your vocal thermometer can be more impactful than the actual words you use.

Active listening is not only a matter of making yourself available to hear someone talk, but it is showing the sender, physically, that you are receiving and understanding their message on all levels.

If you want to appear more confident—speak slowly, articulately, clearly, and deliberately. Communicating with clarity will not only help you build more confidence in yourself, but it will inspire respect from others.

Take advantage of every opportunity to practice your communication skills so that when important occasions arise, you will have the gift, the style, the sharpness, the clarity, and the emotions to affect other people.

control creates tension, but trust leaves space for individuality and opens the door to vulnerability. calm communication, clear commitments, and the willingness to support each other’s happiness make the union stronger.

Authentic Leaders are not afraid to show emotion and vulnerability as they share in the challenges with their team. Developing a solid foundation of trust with open and honest communication is critical to authentic leadership.

Our cultural lens is so much a part of us that we are not even aware of how obvious it is to others. Like the nose on your face, you may forget that it is there, but everyone else sees it. I can’t look at you and not see your nose.

If you're going to err, err on the side of simplicity...assume that you have a very brief time to make an impression, and that you'll be allocated a tiny amount of memory space in overloaded and preoccupied brains of your audience.

What crucial conversations need to be readdressed in your personal and professional relationships in order for you to gain peace, clarity, and resolution? Create the space in your life to readdress what needs to be given hope for healing.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

Communication is a form of currency. And how you choose to use it—the speed at which you understand things, your clarity of thought, and your ability to deliver a strong message, so the audience has no doubt who is leading the show—can boost or burn your business.

An ambivert navigates the introvert/extrovert spectrum with ease since they do not fit directly into either category. Since neither label applies to them, they are social chameleons who adapt to their environment to maximize their interaction and optimize their results.

UN-Impressives • Lying. • Bragging. • Gossiping. • Cursing and using foul language. • Making self-deprecating comments. • Regularly expressing worry and anxiety. • Criticizing and condemning people and situations. • Demonstrating a lack of emotional intelligence or compassion.

There is a curious idea among unscientific men that in scientific writing there is a common plateau of perfectionism. Nothing could be more untrue. The reports of biologists are the measure, not of the science, but of the men themselves. There are as few scientific giants as any other kind. In some reports it is impossible, because of inept expression, to relate the descriptions to the living animals. In some papers collecting places are so mixed or ignored that the animals mentioned cannot be found at all. The same conditioning forces itself into specification as it does into any other kind of observation, and the same faults of carelessness will be found in scientific reports as in the witness chair of a criminal court. It has seemed sometimes that the little men in scientific work assumed the awe-fullness of a priesthood to hide their deficiencies, as the witch-doctor does with his stilts and high masks, as the priesthoods of all cults have, with secret or unfamiliar languages and symbols. It is usually found that only the little stuffy men object to what is called "popularization", by which they mean writing with a clarity understandable to one not familiar with the tricks and codes of the cult. We have not known a single great scientist who could not discourse freely and interestingly with a child. Can it be that the haters of clarity have nothing to say, have observed nothing, have no clear picture of even their own fields? A dull man seems to be a dull man no matter what his field, and of course it is the right of a dull scientist to protect himself with feathers and robes, emblems and degrees, as do other dull men who are potentates and grand imperial rulers of lodges of dull men.

Issues or fears of confrontation tend to showcase unhealthy and unprofessional communication. If you are trusting someone to tell you all the good, bad and ugly, but they only give you the good out of their fears and confrontational issues… the bad and the ugly can grow worse and worse quickly.

Anger is an assertion of rights and worth. It is communication, equality, and knowledge. It is intimacy, acceptance, fearlessness, embodiment, revolt, and reconciliation. Anger is memory and rage. It is rational thought and irrational pain. Anger is freedom, independence, expansiveness, and entitlement. It is justice, passion, clarity, and motivation. Anger is instrumental, thoughtful, complicated, and resolved. In anger, whether you like it or not, there is truth. Anger is the demand of accountability. It is evaluation, judgment, and refutation. It is reflective, visionary, and participatory. It's a speech act, a social statement, an intention, and a purpose. It's a risk and a threat. A confirmation and a wish. It is both powerlessness and power, palliative and a provocation. In anger, you will find both ferocity and comfort, vulnerability and hurt. Anger is the expression of hope.

Your encounters will be more successful when you slow down, pay attention, and become more mindfully aware of the world around you. Heightening your awareness in your social, situational, contextual, orientational, and cultural scenarios will improve your agility as you adapt to new social settings.

Your thoughts become your attitudes, which become your actions, which become your behavior, which become your habits, which become your lifestyle, and inevitably determine your outcomes. Utilize this circular truth by using positive thoughts to create positive outcomes. It is a choice you get to make every day. Choose wisely.

4 Steps for Understanding Each Other 1. Identify your beliefs and core values; ask how they determine your behaviors and habits. 2. Realize with whom you are interacting and try to identify how their values are explaining their behavior. 3. Assume positive intent. 4. Seek ways to adapt your behavior to help bridge the cultural gap.

We will judge others based on their behaviors with little to no understanding or regard for their beliefs or values—standards we may not know, nor typically see. When we do this, things can be taken completely out of context because we are assessing their behavior against our expectations, which are produced from our own personal value system.

In the United States and other Anglo-Saxon cultures, people are trained (mostly subconsciously) to communicate as literally and explicitly as possible. Good communication is all about clarity and explicitness, and accountability for accurate transmission of the message is placed firmly on the communicator: “If you don’t understand, it’s my fault.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

For one, there is a heavy price just in terms of human dynamics. The fact is, motivation and cooperation deteriorate when there is a lack of purpose. You can train leaders in communication and teamwork and conduct 360 feedback reports until you are blue in the face, but if a team does not have clarity of goals and roles, problems will fester and multiply.

To make matters even more complicated, research has shown that we remember only 25-50 percent of what we hear. This inclination not only compromises our connection with another person, but we can fail to retain vital information. All this evidence demonstrates that it is imperative that we intentionally pay closer attention and strive to become an in-depth listener.

The Physical Language of Listening Active listening is a physical process which transcends simply hearing. Your body language speaks on your behalf as to whether you are fully present and engaged . . . • Make eye contact. • Nod your head; confirm. • Use your eyebrows and expressions of emotions to show that you're paying attention. • Lean forward. • Listen patiently to demonstrate respect and sensitivity. • Open your physical presence to encourage them to continue.

What we feel and how we feel is far more important than what we think and how we think. Feeling is the stuff of which our consciousness is made, the atmosphere in which all our thinking and all our conduct is bathed. All the motives which govern and drive our lives are emotional. Love and hate, anger and fear, curiosity and joy are the springs of all that is most noble and most detestable in the history of men and nations. The opening sentence of a sermon is an opportunity. A good introduction arrests me. It handcuffs me and drags me before the sermon, where I stand and hear a Word that makes me both tremble and rejoice. The best sermon introductions also engage the listener immediately. It’s a rare sermon, however, that suffers because of a good introduction. Mysteries beg for answers. People’s natural curiosity will entice them to stay tuned until the puzzle is solved. Any sentence that points out incongruity, contradiction, paradox, or irony will do. Talk about what people care about. Begin writing an introduction by asking, “Will my listeners care about this?” (Not, “Why should they care about this?”) Stepping into the pulpit calmly and scanning the congregation to the count of five can have a remarkable effect on preacher and congregation alike. It is as if you are saying, “I’m about to preach the Word of God. I want all of you settled. I’m not going to begin, in fact, until I have your complete attention.” No sermon is ready for preaching, not ready for writing out, until we can express its theme in a short, pregnant sentence as clear as crystal. The getting of that sentence is the hardest, most exacting, and most fruitful labor of study. We tend to use generalities for compelling reasons. Specifics often take research and extra thought, precious commodities to a pastor. Generalities are safe. We can’t help but use generalities when we can’t remember details of a story or when we want anonymity for someone. Still, the more specific their language, the better speakers communicate. I used to balk at spending a large amount of time on a story, because I wanted to get to the point. Now I realize the story gets the point across better than my declarative statements. Omit needless words. Vigorous writing is concise. A sentence should contain no unnecessary words, a paragraph no unnecessary sentences, for the same reason that a drawing should have no unnecessary lines and a machine no unnecessary parts. This requires not that the writer make all his sentences short, or that he avoid all detail and treat his subjects only in outline, but that every word tell. Limits—that is, form—challenge the mind, forcing creativity. Needless words weaken our offense. Listening to some speakers, you have to sift hundreds of gallons of water to get one speck of gold. If the sermon is so complicated that it needs a summary, its problems run deeper than the conclusion. The last sentence of a sermon already has authority; when the last sentence is Scripture, this is even more true. No matter what our tone or approach, we are wise to craft the conclusion carefully. In fact, given the crisis and opportunity that the conclusion presents—remember, it will likely be people’s lasting memory of the message—it’s probably a good practice to write out the conclusion, regardless of how much of the rest of the sermon is written. It is you who preaches Christ. And you will preach Christ a little differently than any other preacher. Not to do so is to deny your God-given uniqueness. Aim for clarity first. Beauty and eloquence should be added to make things even more clear, not more impressive. I’ll have not praise nor time for those who suppose that writing comes by some divine gift, some madness, some overflow of feeling. I’m especially grim on Christians who enter the field blithely unprepared and literarily innocent of any hard work—as though the substance of their message forgives the failure of its form.

Through the years, I have heard that the average person speaks at about 150-160 words per minute, but can listen at a rate of about 1,000 words per minute. What is going on during all that extra mind time? • Our minds are racing ahead and preparing for the next thing we are going to say. • We are preoccupied with other thoughts, priorities, and distractions. • Our subconscious filters are thumbing through our database of memories, judgments, experiences, perspectives, and opinions to frame how we are going to interpret what we think someone is saying.

It's far more rewarding than hard. It's rewarding to set a goal and reach it. It's rewarding to know that you're communicating in a language that makes sense to others. It's rewarding to help someone understand something in a way they hadn't before. It's rewarding to see positive changes from the insights you gather. It's rewarding to know that something is good. It's rewarding to give the gifts of clarity, realistic expectations, and clear direction. It's rewarding to make this world a little clearer. It's rewarding to make sense of the messes you face.

UN-Impressives of the Poor Listener • Thinking about what you should have done, could have done, or need to do. • Allowing your emotional reactions to take over. • Interrupting the person talking. • Replying before you hear all the facts. • Jumping to conclusions and making assumptions. • Being preoccupied with what you're going to say next. • Getting defensive or being over-eager. • One-upmanship—feeling the urge to compete and add something bigger, better, or more significant than what the speaker has to share. • Imposing an unsolicited opinion. • Ignoring and changing the subject altogether.

Why It Matters: Clarity Reduces Friction AWeber conducted a study to determine what kinds of email subject lines performed best. They tested 20 subject lines, sent to a list of over 45,000 subscribers and found that clear subject lines out performed catchy ones by 366 percent. Overall, maintaining clarity is a good policy for any experience, and the principle holds true for confirmation emails from the subject line, to the CTAs and everything in between. Be clear with your new subscribers (potential customers) about how you’ll communicate with them, what they’ve subscribed to and what value you hope to add with your email communications.

You can have the perfect message, but it may fall on deaf ears when the listener is not prepared or open to listening. These listening "planes" were first introduced by the American composer Aaron Copland (1900-1990) as they pertain to music . . . 1. The Sensual Plane: You’re aware of the music, but not engaged enough to have an opinion or judge it. 2. The Expressive Plane: You become more engaged by paying attention, finding meaning beyond the music, and noticing how it makes you feel. 3. The Musical Plane: You listen to the music with complete presence, noticing the musical elements of melody, harmony, pitch, tempo, rhythm, and form.

Introverts typically . . . • Process information internally. It is normal for them to continuously contemplate, generate, circulate, evaluate, question, and conclude. • Are rejuvenated and energized by rest, relaxation, and down-time. • Need time to process and adapt to a new situation or setting, otherwise it is draining. • Tend to be practical, simple, and neutral in their clothing, furnishings, offices, and surroundings. • Choose their friends carefully and focus on quality, not quantity. They enjoy the company of people who have similar interests and intellect. • May resist change if they are not given enough notice to plan, prepare, and execute. Sudden change creates stress and overwhelm.

DISTINCTIVENESS is the quality that causes a brand expression to stand out from competing messages. If it doesn’t stand out, the game is over. Distinctiveness often requires boldness, innovation, surprise, and clarity, not to mention courage on the part of the company. Is it clear enough and unique enough to pass the swap test? RELEVANCE asks whether a brand expression is appropriate for its goals. Does it pass the hand test? Does it grow naturally from the DNA of the brand? These are good questions, because it’s possible to be attention-getting without being relevant, like a girly calendar issued by an auto parts company. MEMORABILITY is the quality that allows people to recall the brand or brand expression when they need to. Testing for memorability is difficult, because memory proves itself over time. But testing can often reveal the presence of its drivers, such as emotion, surprise, distinctiveness, and relevance. EXTENDIBILITY measures how well a given brand expression will work across media, across cultural boundaries, and across message types. In other words, does it have legs? Can it be extended into a series if necessary? It’s surprisingly easy to create a one-off, single-use piece of communication that paints you into a corner. DEPTH is the ability to communicate with audiences on a number of levels. People, even those in the same brand tribe, connect to ideas in different ways. Some are drawn to information, others to style, and still others to emotion. There are many levels of depth, and skilled communicators are able to create connections at most of them.

14 Ways to Become an Incredible Listener 1. Be present and provide your undivided attention. 2. Seek first to understand, then to be understood. 3. Listen attentively and respond appropriately. 4. Minimize or eliminate distractions. 5. Focus your attention and energy with singleness of purpose on what the other person is saying. 6. Quiet your mind and suspend your thoughts to make room in your head to hear what is said—in the moment! 7. Ask questions and demonstrate empathy. 8. Use your body language and nonverbal cues constructively and pay attention to theirs. 9. Follow the rhythm of their speech; hear their tone. 10. Repeat and summarize what you have heard them say to confirm understanding. 11. Be open-minded and non-defensive. 12. Respond rather than react. 13. Be respectful, calm, and positive. 14. Try to resolve conflicts, not win them.

have to give it, especially if that engagement seems emotionally charged. When you decide not to dignify an irrational communication with a response, it’s about preserving your personal dignity and mental clarity. Just because someone throws the ball doesn’t mean you have to catch it. Think of it this way: How would you feel if you sent someone an emotionally charged email but never received a response? You’d initially be confused. First, you’d double-check your Sent folder to make sure it went through. Then you’d start obsessing over the audible “ding” of your incoming messages, thinking it might be their response. Finally, you’d begin wondering if they even got your electronic tirade, somehow found a way to block your emails, or what else they might be doing that was more important than sending you a reply. In the end, you’d feel embarrassed, your pride deflated, and the fire you had to engage in keyboard karate would burn out. That’s the power of not reacting. When faced with a situation in which you’re being provoked, take a moment to let your emotions pass, and then ask yourself, “Do I really need to respond?” Assess the situation from a logical vantage point—rather than an emotional one—and base your decisions on what will ultimately benefit you in the long run. This mental strategy, however, isn’t solely for dealing with insults or slander. It’s just as effective when trying to handle people who constantly want your time and attention. Sometimes you simply don’t have it to give. Or giving it will distract you from things that are more important. When it comes to time allocation, it’s good to separate the signals from the noise. If everything in your life is important, then nothing is.

Leadership is about having clear & grand vision, taking initiatives, possessing courage to question the status quo, ability to set large goals, consistently inspire self & others towards those goals, being self motivated and capability to motivate others, being spirited & strong to surmount any obstacle on the path, humility & openness to listen and learn from others, strength to stand for what he believes is right, while being flexible enough to revisit & review his beliefs, ability to organize & shift paradigms of his own & others, ability to attract, retain, develop & work with bigger leaders than himself, ability to trust others & being trust worthy , to think big & not petty, being above self, kind & giving, ability to sacrifice for others and to be bereft of insecurities & suspicion, ability to take risks, learn from both success & failure, being able to forget & forgive mistakes and mishaps of others, being focused, patient & persistent, to possess an amazing ability to be simple & easy to understand, to communicate & express with clarity and above all, being human.

Don’t Wait: Have All the Talks This is for single people and couples. Ask questions right from the beginning. Build a culture of open and direct communication from the start. This will make it easier to have these conversations years later—if you get there. But always ask, “What are you looking for?” Right from the beginning. And then check in with your partner about how the relationship is going for them. For some reason, people have developed intense anxiety and fear around being the one to have “the Talk.” Defining or redefining the relationship is actually an important factor of relational health. You’re not being too needy for wanting to make sure yours and your new partner’s goals are aligned. Rest assured, seeking clarity and alignment of goals doesn’t make you excessively demanding. On the contrary, it’s a crucial skill that reflects bravery, intellect, and emotional maturity. If your partner struggles to receive or respond to your communication, it’s important to remember that their difficulties are not a reflection of you. Their resistance is not a Stop sign or an indicator that you’re wrong or bad. It’s merely an expression of difference. Keep talking.

Alapana In manodharma sangita, the principal vehicle of exploring a raga’s identity is the alapana, which in Sanskrit means ‘to speak, address, convey, communicate’. In the context of classical music, alapana is the opening of a raga that brings forth all of its facets without the use of other elements, like sahitya or tala. The focus of this exercise is entirely on the exploration of the raga. How does one explore a raga? We have already discussed what a raga is and the various factors that go into the making of its identity. A musician should have internalized the different facets of a raga before attempting to present an alapana in that raga. The resources needed for internalizing a raga lie, of course, in the numerous compositions that have been created by vaggeyakaras in the raga. In order to present the raga in an alapana, the musician needs clarity regarding the essential svaras, phrases and movements. A similar internalization exists in the mind of the musically attuned listener. In this commonality of cognition between the musician and listener is the raga’s identity. It is this internalized rendering of a raga that best reflects what is referred to as the musician’s manodharma. So closely integrated is the singer’s manodharma with the raga’s identity in an alapana that the alapana becomes synonymous with the raga.

Set the table: Decide exactly what you want. Clarity is essential. Write out your goals and objectives before you begin. Plan every day in advance: Think on paper. Every minute you spend in planning can save you five or ten minutes in execution. Apply the 80/20 Rule to everything: Twenty percent of your activities will account for 80 percent of your results. Always concentrate your efforts on that top 20 percent. Consider the consequences: Your most important tasks and priorities are those that can have the most serious consequences, positive or negative, on your life or work. Focus on these above all else. Practice creative procrastination: Since you can't do everything, you must learn to deliberately put off those tasks that are of low value so that you have enough time to do the few things that really count. Use the ABCDE Method continually: Before you begin work on a list of tasks, take a few moments to organize them by value and priority so you can be sure of working on your most important activities. Focus on key result areas: Identify and determine those results that you absolutely, positively have to get to do your job well, and work on them all day long. The Law of Three: Identify the three things you do in your work that account for 90 percent of your contribution, and focus on getting them done before anything else. You will then have more time for your family and personal life. Prepare thoroughly before you begin: Have everything you need at hand before you start. Assemble all the papers, information, tools, work materials, and numbers you might require so that you can get started and keep going. Take it one oil barrel at a time: You can accomplish the biggest and most complicated job if you just complete it one step at a time. Upgrade your key skills: The more knowledgeable and skilled you become at your key tasks, the faster you start them and the sooner you get them done. Leverage your special talents: Determine exactly what it is that you are very good at doing, or could be very good at, and throw your whole heart into doing those specific things very, very well. Identify your key constraints: Determine the bottlenecks or choke points, internal or external, that set the speed at which you achieve your most important goals, and focus on alleviating them. Put the pressure on yourself: Imagine that you have to leave town for a month, and work as if you had to get all your major tasks completed before you left. Maximize your personal power: Identify your periods of highest mental and physical energy each day, and structure your most important and demanding tasks around these times. Get lots of rest so you can perform at your best. Motivate yourself into action: Be your own cheerleader. Look for the good in every situation. Focus on the solution rather than the problem. Always be optimistic and constructive. Get out of the technological time sinks: Use technology to improve the quality of your communications, but do not allow yourself to become a slave to it. Learn to occasionally turn things off and leave them off. Slice and dice the task: Break large, complex tasks down into bite-sized pieces, and then do just one small part of the task to get started. Create large chunks of time: Organize your days around large blocks of time where you can concentrate for extended periods on your most important tasks. Develop a sense of urgency: Make a habit of moving fast on your key tasks. Become known as a person who does things quickly and well. Single handle every task: Set clear priorities, start immediately on your most important task, and then work without stopping until the job is 100 percent complete. This is the real key to high performance and maximum personal productivity.

Ariel Durant, “There is no significant example in history, before our time, of a society successfully maintaining moral life without the aid of religion.” The Durants add a foreboding remark, “The greatest question of our time is . . . whether men can live without God.” Amid such confusion, Christians should be positioned to provide the guidance our society needs. With regret I must say frankly that I doubt that will happen. Because of our failure to live out our beliefs, our own lack of moral clarity, and our meddling with partisan politics, Western culture no longer looks to Christianity as its moral source. That reality introduces major problems for lawmakers. And it raises major questions for believers too. How should we relate to, and communicate faith to, those who see the world so differently?

(I. F. Stone had once called it an exciting paper to read because you never knew on what page you would find a page-one story),

GOD COMMUNICATES WITH US in many ways. But prayer is a special time when God’s voice is often heard most clearly because we are giving God our undivided attention. Whether in Ignatian contemplation, lectio divina, the colloquy, the examen, or any other practice, the “still small” voice can be heard with a clarity that can delight, astonish, and surprise you. So when you pray, however you pray, and feel that God is speaking to you—pay attention.

Trying to emulate the power of a direct conversation with e-mail, spreadsheets, and documents can require a lot of overhead. Instead of adding clarity, these types of managed, controlled communications are often ambiguous and time-consuming and distract the development team from the work of creating a product.

Everyone else was trying to make things more complicated and Cronkite, typically, was trying to make them more simple.

Love is never blind; it sees with ucute clarity. A closed mind, wounded heart, and a bitter disposition surely cannot perceive love's myriad ways of communicating.

Can we be clear about who we are, what we want? Can we be fully present in our truth, and communicate that? Can we understand each other?

Once a leadership team has become cohesive and worked to establish clarity and alignment around the answers to the six critical questions, then, and only then, can they effectively move on to the next step: communicating those answers. Or better yet, overcommunicating those answers—over and over and over and over and over and over and over again.

It’s the strangest thing about being human: to know so much, to communicate so much, and yet always to fall so drastically short of clarity, to be, in the end, so isolate and inadequate. Even when people try to say things, they say them poorly, or obliquely, or they outright lie, sometimes because they’re lying to you, but as often because they’re lying to themselves. Sirena,

�Communication and a clear mutual understanding between two or more people builds the best route to success in any venture. I don’t expect… * immediate action, * instant perfection, * total comprehension * complete implementation, or * flawless execution. I do expect the best communication and honest effort to create the best plans for the best results while being able to stay on the same page as much as possible. If that concept doesn’t work for you, then you won’t be working with me.

Soon, I found myself criss-crossing the country with Steve, in what we called our “dog and pony show,” trying to drum up interest in our initial public offering. As we traveled from one investment house to another, Steve (in a costume he rarely wore: suit and tie) pushed to secure early commitments, while I added a professorial presence by donning, at Steve’s insistence, a tweed jacket with elbow patches. I was supposed to embody the image of what a “technical genius” looks like—though, frankly, I don’t know anyone in computer science who dresses that way. Steve, as pitch man, was on fire. Pixar was a movie studio the likes of which no one had ever seen, he said, built on a foundation of cutting-edge technology and original storytelling. We would go public one week after Toy Story opened, when no one would question that Pixar was for real. Steve turned out to be right. As our first movie broke records at the box office and as all our dreams seemed to be coming true, our initial public offering raised nearly $140 million for the company—the biggest IPO of 1995. And a few months later, as if on cue, Eisner called, saying that he wanted to renegotiate the deal and keep us as a partner. He accepted Steve’s offer of a 50/50 split. I was amazed; Steve had called this exactly right. His clarity and execution were stunning. For me, this moment was the culmination of such a lengthy series of pursuits, it was almost impossible to take in. I had spent twenty years inventing new technological tools, helping to found a company, and working hard to make all the facets of this company communicate and work well together. All of this had been in the service of a single goal: making a computer-animated feature film. And now, we’d not only done it; thanks to Steve, we were on steadier financial ground than we’d ever been before. For the first time since our founding, our jobs were safe. I

Contents Introduction: Why Start with Why? PART 1: A WORLD THAT DOESN’T START WITH WHY   1. Assume You Know   2. Carrots and Sticks PART 2: AN ALTERNATIVE PERSPECTIVE   3. The Golden Circle   4. This Is Not Opinion, This Is Biology   5. Clarity, Discipline and Consistency PART 3: LEADERS NEED A FOLLOWING   6. The Emergence of Trust   7. How a Tipping Point Tips PART 4: HOW TO RALLY THOSE WHO BELIEVE   8. Start with WHY, but Know HOW   9. Know WHY. Know HOW. Then WHAT? 10. Communication Is Not About Speaking, It’s About Listening PART 5: THE BIGGEST CHALLENGE IS SUCCESS 11. When WHY Goes Fuzzy 12. Split Happens PART 6: DISCOVER WHY 13. The Origins of a WHY 14. The New Competition