The document discusses effective communication strategies and behaviors exhibited by powerful individuals in professional settings. It emphasizes the importance of self-introduction, accountability in meetings, tactful refusal, empathy, and the value of storytelling in influencing others. It concludes with a reminder that seeking help, expressing gratitude, and sharing credit are vital for achieving collaborative success.

1. Things17Powerful people say

2. Hello, I’m Sam
Richards.
1

3. Next time you’re
surrounded by unfamiliar
professionals, pay
attention TO the way
each person in the room
introduces themselves.
1

4. Next time you’re
surrounded by unfamiliar
professionals, pay
attention TO the way
each person in the room
introduces themselves.
Chances are, more men in the room will use their full name,
while women will simply say “Hi, I’m Julia.”
1

5. Next time you’re
surrounded by unfamiliar
professionals, pay
attention TO the way
each person in the room
introduces themselves.
Chances are, more men in the room will use their full name,
while women will simply say “Hi, I’m Julia.”
Using your full name is not only a more memorable way to forge
a connection, but also makes for a more confident first impression.
1

6. Here’s what I can
tell you.
2

7. Sitting in a big meeting
that’s being derailed by irrelevant
questions?
2

8. Sitting in a big meeting
that’s being derailed by irrelevant
questions?
Bring the conversation back on point and assert your accountability for
what is known, the work that’s been done, and the way forward.
2

9. That’s exactly the
question I’m working
to answer.
3

10. Sounds much
better thAn:
3

11. Sounds much
better thAn:
I don’t know.
3

12. Sounds much
better thAn:
I don’t know.
Wouldn’t you agree?
3

13. Let’s loop David in here. He’s
better positioned to provide you
with actionable insight on that.
4

14. 4
Sometimes you’re
asked to shed light
ON something that
doesn’t quite fall
within the boundaries
of your sandbox.

15. 4
Sometimes you’re
asked to shed light
ON something that
doesn’t quite fall
within the boundaries
of your sandbox.
Instead of attempting to answer a question
you aren’t fully qualified to answer, use the
opportunity to acknowledge the skills and expertise
of a colleague and play a more powerful ‘pass’ card
on the question at hand.

16. Thank you.
5

17. 5
Stop
over-apologising.

18. 5
Stop
over-apologising.
Next time somebody criticises you
in any way, thank them sincerely for
sharing their opinion with you (whether you
agree with them or not).

19. 5
Stop
over-apologising.
Next time somebody criticises you
in any way, thank them sincerely for
sharing their opinion with you (whether you
agree with them or not).
#SorryNotSorry

20. Last week Wednesday, we learned that
several oversights had occurred,
resulting in the project setbacks we’re
experiencing now. Quick investigation
allowed us to take decisive action
and we’re currently rolling out the
following solutions...
6

21. 6
Crisis
communication
101?

22. 6
Crisis
communication
101?
Prepare yourself with an
all-encompassing holding statement,
based on the action you plan to take.

23. Wow. That sounds
challenging.
7

24. 7
You’d be surprised
how powerful these
four little words
can be.

25. 7
You’d be surprised
how powerful these
four little words
can be.
Nearly everyone in the world
believes their job to be difficult,
says Paul Ford.

26. 7
You’d be surprised
how powerful these
four little words
can be.
Nearly everyone in the world
believes their job to be difficult,
says Paul Ford.
Empathy is not only essential to cooperation,
problem-solving, and to human functioning in general,
but is also an emotional capacity that yields a lot of
influence over those who believe you have it.

27. No.
8

28. 8
As long as you close
with an expression
of gratitude, saying
‘no’ is something you
should practise, daily.

29. 8
As long as you close
with an expression
of gratitude, saying
‘no’ is something you
should practise, daily.
Next time somebody asks you to take on
something you don’t have space for, try a
tactful, but firm, no. Something along the
lines of:

30. 8
As long as you close
with an expression
of gratitude, saying
‘no’ is something you
should practise, daily.
Next time somebody asks you to take on
something you don’t have space for, try a
tactful, but firm, no. Something along the
lines of:
My calendar is pleasantly full — and
I’m striving to keep it from getting
(un)pleasantly full. Thank you for
understanding.

31. Why wait?
9

32. 9
Powerful people
make things happen.

33. 9
Powerful people
make things happen.
Practise being the person who moves projects forward by asking

34. 9
Powerful people
make things happen.
Practise being the person who moves projects forward by asking
“What next?”

35. 9
Powerful people
make things happen.
Practise being the person who moves projects forward by asking
“What next?”
“What else?”

36. 9
Powerful people
make things happen.
Practise being the person who moves projects forward by asking
“What next?”
“What else?”
“Why not?”

37. 9
Powerful people
make things happen.
Practise being the person who moves projects forward by asking
“What next?”
“What else?”
“Why not?”
- and then take accountability for the actionable outcomes you receive in response.

38. Let’s reach
higher.
10

39. Before you speak,
ask yourself if you’re
communicating with
the intent to make
things better, in
some way.
10

40. Before you speak,
ask yourself if you’re
communicating with
the intent to make
things better, in
some way.
Put yourself in the place of the person
you’re talking to, and then craft your
words around creating the kind of
challenge that’ll make them want to think bigger.
10

41. Trust yourself.
11

42. Everybody
appreciates a little
verbal affirmation.
11

43. Everybody
appreciates a little
verbal affirmation.
As you become more adept at personal
encouragement, you’ll start to see the power
that lies in stripping away those forces that hold
people back from reaching their full potential.
11

44. I’m listening.
12

45. Bonus tip?
12

46. Bonus tip?
Combine that confirmation of your full attention
with a dose of steady, confident eye contact.
12

47. Can you show us how
you do that?
13

48. Watching somebody
else do something is
a powerful exercise.
13

49. Watching somebody
else do something is
a powerful exercise.
Owing to the section of our brains
responsible for the firing of “mirror neurons”,
we are all hardwired for interpersonal imitation.
13

50. Watching somebody
else do something is
a powerful exercise.
Owing to the section of our brains
responsible for the firing of “mirror neurons”,
we are all hardwired for interpersonal imitation.
If you want to influence your team’s behavior,
show them somebody else doing the things
you want to see them doing more often.
13

51. Let me tell you a quick
story about that.
14

52. 14
Engaging stories catch
and hold the attention of
audiences because people enjoy
the simplicity oF chronological
cause and effect.

53. 14
Engaging stories catch
and hold the attention of
audiences because people enjoy
the simplicity oF chronological
cause and effect.
When you want to make it easy for your listeners to assign
causality between a set of specific circumstances and their
related outcomes, frame your message as a story.

54. 14
Engaging stories catch
and hold the attention of
audiences because people enjoy
the simplicity oF chronological
cause and effect.
When you want to make it easy for your listeners to assign
causality between a set of specific circumstances and their
related outcomes, frame your message as a story.
When you enchant people, your goal is not to
make money from them or to get them to do
what you want, but instead to fill them with
great delight – Guy Kawasaki

55. You ran a half-marathon
this weekend? Awesome.
15

56. People like people
who like them.
15

57. People like people
who like them.
Uncover common points of interest;
seize opportunities to express your
admiration of innovative work or interesting
lifestyle choices; and practice conversational
styles that leave people feeling admired,
inspired, enlightened, or entertained.
15

58. How much closer are
you to achieving your
long-term objectives?
16

59. Look for opportunities
16

60. Look for opportunities
to demonstrate your awareness of the bigger-picture goals
unique to your organisation, business, direction of your career path,
and the career paths of those around you.
16

61. It was an exceptional
team effort.
17

62. Nothing worthwhile
is achieved in isolation.
17

63. Nothing worthwhile
is achieved in isolation.
Exercise gratitude; ask for help; freely compliment
great work and share credit whenever you can.
17

64. Ultimately, power comes
in various shapes and sizes over
the course of a career.

65. For some, power means financial
gain or a promotion; for others, it
might be achieving work/life balance
or building their own business.

66. For some, power means financial
gain or a promotion; for others, it
might be achieving work/life balance
or building their own business.
The one thing we
can all agree on?

67. Knowledge = Power.

68. Empower yourself with a world-class education
from the University of Cape Town and GetSmarter:

69. Empower yourself with a world-class education
from the University of Cape Town and GetSmarter:
getsmarter.co.za

70. Improving lives through better education
www.getsmarter.co.za