Matt Abrahams

Oh, thank you. The first part of the book is about the six-step methodology. The second part of the book is about six specific spontaneous speaking situations. And for each one of them, It has a particular structure that I like teaching. So let me give you an example of one. Many of the people listening to your show are entrepreneurs or people who have ideas that they want to motivate others by.

Let me show you something. It's the next step. So let me give you just real quickly a couple examples of how this might work. Imagine you're in a meeting and your boss says, hey, give me an update on that project you're working on. you hadn't prepared for an update. So you follow this structure. You answer the three questions. The what is your update? Here's what I've done.

Let me show you something. It's the next step. So let me give you just real quickly a couple examples of how this might work. Imagine you're in a meeting and your boss says, hey, give me an update on that project you're working on. you hadn't prepared for an update. So you follow this structure. You answer the three questions. The what is your update? Here's what I've done.

Let me show you something. It's the next step. So let me give you just real quickly a couple examples of how this might work. Imagine you're in a meeting and your boss says, hey, give me an update on that project you're working on. you hadn't prepared for an update. So you follow this structure. You answer the three questions. The what is your update? Here's what I've done.

Let me show you something. It's the next step. So let me give you just real quickly a couple examples of how this might work. Imagine you're in a meeting and your boss says, hey, give me an update on that project you're working on. you hadn't prepared for an update. So you follow this structure. You answer the three questions. The what is your update? Here's what I've done.

Let me show you something. It's the next step. So let me give you just real quickly a couple examples of how this might work. Imagine you're in a meeting and your boss says, hey, give me an update on that project you're working on. you hadn't prepared for an update. So you follow this structure. You answer the three questions. The what is your update? Here's what I've done.

The so what is, here's why it's important. It matches our goals or expectations. And then the now what is, here are the three things that I need to have happen before I can progress. So simply by answering what, so what, now what, you've given a structured, packaged, concise response to the update.

The so what is, here's why it's important. It matches our goals or expectations. And then the now what is, here are the three things that I need to have happen before I can progress. So simply by answering what, so what, now what, you've given a structured, packaged, concise response to the update.

The so what is, here's why it's important. It matches our goals or expectations. And then the now what is, here are the three things that I need to have happen before I can progress. So simply by answering what, so what, now what, you've given a structured, packaged, concise response to the update.

The so what is, here's why it's important. It matches our goals or expectations. And then the now what is, here are the three things that I need to have happen before I can progress. So simply by answering what, so what, now what, you've given a structured, packaged, concise response to the update.

The so what is, here's why it's important. It matches our goals or expectations. And then the now what is, here are the three things that I need to have happen before I can progress. So simply by answering what, so what, now what, you've given a structured, packaged, concise response to the update.

I have a structure that I really like for pitching. So this is short persuasion, like an elevator pitch. This structure is different from what, so what, now what? This structure is just sentence starters. You finish these sentence starters. So it's what if you could, so that, for example, and that's not all. If you finish those four sentence starters, you have a good pitch.

I have a structure that I really like for pitching. So this is short persuasion, like an elevator pitch. This structure is different from what, so what, now what? This structure is just sentence starters. You finish these sentence starters. So it's what if you could, so that, for example, and that's not all. If you finish those four sentence starters, you have a good pitch.

I have a structure that I really like for pitching. So this is short persuasion, like an elevator pitch. This structure is different from what, so what, now what? This structure is just sentence starters. You finish these sentence starters. So it's what if you could, so that, for example, and that's not all. If you finish those four sentence starters, you have a good pitch.

I have a structure that I really like for pitching. So this is short persuasion, like an elevator pitch. This structure is different from what, so what, now what? This structure is just sentence starters. You finish these sentence starters. So it's what if you could, so that, for example, and that's not all. If you finish those four sentence starters, you have a good pitch.

I have a structure that I really like for pitching. So this is short persuasion, like an elevator pitch. This structure is different from what, so what, now what? This structure is just sentence starters. You finish these sentence starters. So it's what if you could, so that, for example, and that's not all. If you finish those four sentence starters, you have a good pitch.

Similarly, let's imagine you're walking out of a different meeting and somebody turns to you and says, how do you think that meeting went? Again, you're not prepared to give feedback. You didn't know you were going to have to give feedback. You simply answer these three questions. I might say, I thought the meeting went great, except when you talked about the implementation plan.

Similarly, let's imagine you're walking out of a different meeting and somebody turns to you and says, how do you think that meeting went? Again, you're not prepared to give feedback. You didn't know you were going to have to give feedback. You simply answer these three questions. I might say, I thought the meeting went great, except when you talked about the implementation plan.

Similarly, let's imagine you're walking out of a different meeting and somebody turns to you and says, how do you think that meeting went? Again, you're not prepared to give feedback. You didn't know you were going to have to give feedback. You simply answer these three questions. I might say, I thought the meeting went great, except when you talked about the implementation plan.

Similarly, let's imagine you're walking out of a different meeting and somebody turns to you and says, how do you think that meeting went? Again, you're not prepared to give feedback. You didn't know you were going to have to give feedback. You simply answer these three questions. I might say, I thought the meeting went great, except when you talked about the implementation plan.