Matt Abrahams

I'd like for you to attend the next meeting five minutes early. And then finally, the final I, the fourth I is implication. These are consequences. They can be positive or negative. If you show up on time to the next meeting, we'll finish this project earlier and get a new really cool one. Or I might say, if you don't show up on time next time, we might have to remove you from the team.

I'd like for you to attend the next meeting five minutes early. And then finally, the final I, the fourth I is implication. These are consequences. They can be positive or negative. If you show up on time to the next meeting, we'll finish this project earlier and get a new really cool one. Or I might say, if you don't show up on time next time, we might have to remove you from the team.

So it's information, impact, invitation, and implications. And if you remember the four I's, not only does it package up the feedback in a way the recipient can understand it, It also helps you as the giver to prioritize what you say so that the feedback is clearer. We have all been the recipient of feedback that's vague, and we're trying to figure out, what do I do? What was actually asked of me?

So it's information, impact, invitation, and implications. And if you remember the four I's, not only does it package up the feedback in a way the recipient can understand it, It also helps you as the giver to prioritize what you say so that the feedback is clearer. We have all been the recipient of feedback that's vague, and we're trying to figure out, what do I do? What was actually asked of me?

So having it structured this way as an invitation can help you and the recipient.

So having it structured this way as an invitation can help you and the recipient.

Mm-hmm.

Mm-hmm.

Yeah. So communication is a two-way street, right? There's a very simple but famous model of communication that's called the transactional model. There's a sender and a receiver, and the sender has to get the message to the receiver in a way that they understand it. So it's not just about broadcasting, it's about helping people comprehend. And there's several things that help do that.

Yeah. So communication is a two-way street, right? There's a very simple but famous model of communication that's called the transactional model. There's a sender and a receiver, and the sender has to get the message to the receiver in a way that they understand it. So it's not just about broadcasting, it's about helping people comprehend. And there's several things that help do that.

One we've already talked about, and that is the structuring of a message. Our brains are not wired to receive lists. We don't remember lists well, bullets kill, don't kill people with bullet points. You know, in fact, I'd ask you, Stephanie, how many items do you need to have on a shopping list before you actually have to write it down? For me, it's three.

One we've already talked about, and that is the structuring of a message. Our brains are not wired to receive lists. We don't remember lists well, bullets kill, don't kill people with bullet points. You know, in fact, I'd ask you, Stephanie, how many items do you need to have on a shopping list before you actually have to write it down? For me, it's three.

If I have to go to the grocery store and get more than three things, I have to write it down or I'll forget something. Our brains just aren't wired for lists. So structure helps. The other thing we have to do to help is we have to focus our messages. I believe the most precious commodity we have in the world today is attention.

If I have to go to the grocery store and get more than three things, I have to write it down or I'll forget something. Our brains just aren't wired for lists. So structure helps. The other thing we have to do to help is we have to focus our messages. I believe the most precious commodity we have in the world today is attention.

One of the reasons people don't comprehend, remember, or act on our messages is they're being bombarded with so many. So we have to focus our messages to make them clear and concise so our audience understands it. So we need to make sure that we package them up through structure, but also make them incredibly relevant and goals focused.

One of the reasons people don't comprehend, remember, or act on our messages is they're being bombarded with so many. So we have to focus our messages to make them clear and concise so our audience understands it. So we need to make sure that we package them up through structure, but also make them incredibly relevant and goals focused.

If they're focused on a goal and relevant to our audience, they're more likely to understand and comprehend what we're saying. And the final thing we have to think about is whenever we speak, we suffer from the curse of knowledge and the curse of passion. We know a lot about what we're speaking on and we're really passionate about it.

If they're focused on a goal and relevant to our audience, they're more likely to understand and comprehend what we're saying. And the final thing we have to think about is whenever we speak, we suffer from the curse of knowledge and the curse of passion. We know a lot about what we're speaking on and we're really passionate about it.

We need to make sure that we translate our messages so our audience understand it. We often will use jargon and acronyms and terminology that our audiences don't necessarily understand. So we have to translate it so that they can really appreciate it. So it's about structure, it's about focus, and it's about accessibility. That's what helps people comprehend our messages.

We need to make sure that we translate our messages so our audience understand it. We often will use jargon and acronyms and terminology that our audiences don't necessarily understand. So we have to translate it so that they can really appreciate it. So it's about structure, it's about focus, and it's about accessibility. That's what helps people comprehend our messages.