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.

Bad news: you’re giving bad news wrong Here’s the research backed way to do it without breaking trust. Stanford’s Robert Sutton has studied this for 40+ years. When delivering bad news, four ingredients matter: Predictability. Understanding. Control. Compassion. During the London Blitz, people in regularly bombed areas were less anxious. Not because danger vanished… because they could predict it. Uncertainty not bad news spikes anxiety. Brian Chesky (Airbnb) laid off ~25% during COVID and still preserved trust by: Explaining the why Letting people keep laptops Letting them keep vested stock Giving them time to say goodbye What not to do: Bird laid off 406 people via a 2-minute Zoom. Some even thought it was pre-recorded. Brutal. Demoralizing. Performative. Sutton’s take: Too many leaders confuse toughness with sadism Cutting deeper “to seem bold,” copying competitors, or just because they can. That’s not leadership. That’s ego maintenance. Even small control signals matter: A CEO promised: “No layoffs for the next 4 months.” Not forever. Not everything. But it gave breathing room. Predictability > vague reassurance. This isn’t just about layoffs. Any move that threatens status, identity, or purpose qualifies: New org charts. Killed products. RTO mandates. When people feel blindsided, they disengage or leave. What people want in hard moments: To understand what/why/when To avoid being ambushed To feel seen and treated fairly To plan their next move Deliver that always. When the news is bad, your job isn’t robotic spin. Leaders we remember aren’t the ones who never made cuts They’re the ones who made them with dignity.

🗣️“You must be more assertive.” Last year, those five words burned into Amy’s memory. She’d walked out of her 2023 review at XYZ Global determined to “step up.” Speak more in meetings. Push harder on decisions. Stop softening her tone so she wouldn’t intimidate anyone. She did exactly that. Fast forward 12 months. Same conference room. Same 2 VPs across the table. 🔇“You’ve become too intense, need to work on softening your approach.” 😑 Amy stared at them, speechless. Wasn’t that what you asked for last year? Which version of me do you actually want? She thought about the past year: 🤔 The time she challenged a flawed budget forecast in front of the CFO, saving the company $3 million, but earning whispers that she was “abrasive.” 🤔 The time she stepped in to rescue a failing project, praised for her “grit” publicly, yet privately told she “dominated the room.” 🤔 The time she finally got invited to an executive offsite, only to overhear a VP say, “She’s great, but can be… a lot.” This is the tightrope trap senior women walk daily: • Be assertive, but not too assertive. • Be collaborative, but don’t fade into the background. • Be visible, but not “hungry.”    The same behavior praised in men (decisive, strong leader) gets women penalized as abrasive or too much. Until you set the narrative yourself, you’re trapped performing for a moving target. If you’re exhausted from balancing on a wire men don’t even see, here’s how to step off it and still rise. 1. Audit the pattern, not just the feedback • Track every piece of feedback, especially contradiction. Patterns reveal bias. If the goal keeps moving, it's not you! • Phrase to use in review: “Last year I was encouraged to increase my presence; this year I’m told to soften it. Can we clarify what success really looks like?”    2. Control the frame before the room does • Pre‑set the narrative in 1:1s and emails leading up to reviews. I.e., “This year I focused on driving results while bringing the team with me, you’ll see that reflected in project X and Y.” • This primes leadership to view your assertiveness as an intentional strategy, not a personality flaw.    3. Build echo chambers, not just results • Secure 2–3 allies who reinforce your strengths in rooms you’re not in. • Promotions happen in the absence, you need people echoing your narrative, not someone else’s. • Phrase to brief an ally: “If my leadership style comes up in review, can you speak to how I challenge decisions but still align the team?”    Women aren’t just asked to deliver results. They’re asked to perform, decode, and reframe, all while walking a wire men don’t even see. If you’re exhausted from balancing between “too soft” and “too aggressive,” stop walking the wire and start controlling the narrative. Join the waitlist of our next cohort of ⭐ From Hidden Talent to Visible Leaders ⭐ https://lnkd.in/gx7CpGGR 👊 Because leadership shouldn’t feel like an impossible balancing act.

🌍 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

Conflict is inevitable. Emotional intelligence is the antidote. This “conversation guide” is a blueprint for emotional intelligence in action. ✅ Every step here reflects self-awareness, empathy, impulse control, and respect for others’ perspectives — the core pillars of EQ. ✅ Difficult conversations often go wrong not because of what we say, but how and when we say it. ✅ Mastering these skills turns conflict into collaboration. ✅ You create safety, preserve dignity, and move toward solutions — not stand-offs. Bottom line: 🧠 The emotionally intelligent leader doesn’t avoid hard conversations because they know how to have them well. That’s where trust is built, relationships deepen, and real progress happens. Give it another read, and tell me what you think... HOW TO MASTER DIFFICULT CONVERSATIONS 1️⃣ Timing Matters ❌ Don’t ambush someone when they’re stressed or busy. ✅ “Can we find a time that works for both of us?” 2️⃣ Starting With Empathy, Not Ego ❌ Don’t jump in with blame or judgment. ✅ Begin by acknowledging their perspective and emotions. 3️⃣ Staying Steady, Not Reactive ❌ Don’t snap back or shut down. ✅ “Okay, I hear you. Can you help me understand what happened?” 4️⃣ Tackling It Early ❌ Don’t let negative feelings fester. ✅ Bring up issues when they’re still small. 5️⃣ Creating The Right Setting ❌ Don’t have tough talks in public or around peers. ✅ “Mind if we step aside and talk in private for a minute?” 6️⃣ Focusing On The Issue ❌ Don’t bring up past grudges or performance issues. ✅ Stay on topic and address one concern at a time. 7️⃣ Finding Common Ground ❌ Don’t frame the conversation as “winning” vs. “losing.” ✅ “We both want [X] by [date and time], right?” 8️⃣ Accepting Responsibility ❌ Don’t deflect or minimize your role in the situation. ✅ “I could’ve handled that better — my bad.” 9️⃣ Avoiding Absolutes ❌ Don’t use words like “always,” “never,” or “impossible.” ✅ Recognize nuance and exceptions to patterns. 🔟 Offering Solutions ❌ Don’t just present problems without plans for moving forward. ✅ “Here’s what I think could help... what do you think?” --- ♻️ Repost if this resonates. ➕ Follow Travis Bradberry for more and sign up for my weekly LinkedIn newsletter. Do you want more like this? 👇 📖 My new book, "The New Emotional Intelligence" is now 10% off on Amazon and it's already a bestseller.

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.

People often use words like "um," "uh," "you know," "basically," and "literally" because their brains need a moment to catch up and think. These filler words are a way to slow down the conversation and give themselves time to organize their thoughts. To communicate more effectively, it’s better to remain calm, slow down, and speak thoughtfully without relying on these odd words. By taking a moment to pause and breathe, you can articulate your ideas more clearly and confidently, creating a more engaging and professional presence. This approach not only enhances your communication skills but also helps you connect better with your audience, making your message more impactful and memorable.

🐑 Business Language vs. UX Language. How to present design work, explain design decisions and get stakeholders on your side ↓ 🤔 Businesses rarely understand the impact of UX work. 🤔 UX language is overloaded with ambiguous terms/labels. 🤔 Business can’t support initiatives it doesn’t understand. ✅ Leave UX language and UX abbreviations at the door. ✅ Explain design work through the lens of business goals. 🚫 Avoid “consistency”, “empathy”, “simplicity”, “affordance”. 🚫 Avoid “design thinking”, “cognitive load”, “universal design”. 🚫 Avoid “lean UX”, “agile”, “archetypes”, “Jobs-To-Be-Done”. 🚫 Avoid “stakeholder management” and “design validation”. 🚫 Avoid abbreviations: WIP, POC, HMW, IxD, PDP, PLP, WCAG. ✅ Explain how you’ll measure success of your design work. ✅ Speak of business value, loyalty, abandonment, churn. ✅ Show risk management, compliance, governance, evidence. ✅ Refer to cost reduction, efficiency, growth, success, Design KPIs. ✅ Present inclusive design as an industry-wide way of working. As designers, we often use design terms, such as consistency, friction and empathy. Yet to many managers, these attributes don’t map to any business objectives at all, often leaving them baffled and utterly confused about the actual real-life impact of our UX work. One way out that changed everything for me is to leave UX vocabulary at the door when entering a business meeting. Instead, I try to explain design work through the lens of the business, often rehearsing and testing the script ahead of time. When presenting design work in a big meeting, I try to be very deliberate and strategic in the choice of words. I won’t be speaking about attracting “eye-balls” or getting users “hooked”. It’s just not me. But I won’t be speaking about reducing “friction” or improving “consistency” either. Instead, I tell a story. A story that visualizes how our work helps the business. How design team has translated business goals into specific design initiatives. How UX can reduce costs. Increase revenue. Grow business. Open new opportunities. New markets. Increase efficiency. Extend reach. Mitigate risk. Amplify word of mouth. And how we’ll measure all that huge impact of our work. Typically, it’s broken down into 8 sections: 🎯 Goals ← Business targets, KRs we aim to achieve. 💥 Translation ← Design initiatives, iterations, tests. 🕵️ Evidence ← Data from UX research, pain points. 🧠 Ideas ← Prioritized by an impact/effort-matrix. 🕹 Design work ← Flows, features, user journeys. 📈 Design KPIs ← How we’ll measure/report success. 🐑 Shepherding ← Risk management, governance. 🔮 Future ← What we believe are good next steps. Next time you walk in a meeting, pay attention to your words. Translate UX terms in a language that other departments understand. It might not take long until you’ll see support coming from everywhere — just because everyone can now clearly see how your work helps them do their work better. [continues in the comments]