PRAISE FOR LEADERSHIP LANGUAGE “Chris Westfall helped me develop and deliver the presentation that changed my life.” —J Emilio Cano, winner on Shark Tank–Australia, Season One “Great book! Leadership Language is more than a ‘how-to’ path to superior communication strategies It’s a road map for saving precious time When everyone is in the same lane, confusion is eliminated, synergy is enhanced, and time is on your side.” —Vince Poscente, New York Times best-selling author of The Age of Speed “Breakthrough communications strategies that can change the conversation, and change your results.” —David Horsager, New York Times best-selling author of The Trust Edge “If you want to increase your ability to influence others and make powerful change, read this book now.” —Dorie Clark, author of Reinventing You and Stand Out ; adjunct professor, Duke University Fuqua School of Business “Put this one on your list Fantastic practical leadership insights and advice from a real pro Good examples, stories, pacing—high-quality content that is easy to digest Chris is successful for a reason In Leadership Language he helps you find success, too Highly recommended.” —Dr Todd Dewett, number most-watched management expert on LinkedIn Learning, TEDx speaker, authenticity expert, and author of Show Your Ink “Make Leadership Language an asset to your organization Effective communication is the only way to drive results, operational efficiency, and impact You have to account for leadership if you want to influence others This book will show you how to that, and more.” —Curt VanderMeer, president and CEO, Endangered Species Chocolate “A remarkable, imaginative, and life-changing book During my forty years as a journalist, I simply figured that the great leaders I interviewed all possessed some intangible, unteachable ability to inspire those around them It just never occurred to me that leadership could be taught Then I read Leadership Language.” —Skip Hollandsworth, executive editor, Texas Monthly magazine; author of Midnight Assassin and co-writer of the movie, Bernie “A brave look at where leadership lives This book changes the conversation around impact, and what influence really means There’s never been a greater need for clearheaded leadership, and this book is your access point for new results.” —Jay Winn, vice president, Ogilvy New York “Masterful Chris provides you with simple, powerful, effective strategies for quieting the noise Read this book and accelerate your leadership transformation.” —Karen Mangia, vice president, Customer and Market Insights, Salesforce “Chris has a gift Period What makes Chris unique is his ability in teaching that skill to others.” —Dr Brandon Sweeney, PhD, co-founder of Essentium Technologies and winner of the Rice Business Plan Competition Leadership Language Chris Westfall Leadership Language Using Authentic Communication to Drive Results Cover image: ©Henrik Sorensen/Getty Images Cover design: Wiley Copyright © 2018 by John Wiley & Sons, Inc All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750–8400, fax (978) 646–8600, or on the Web at www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748–6011, fax (201) 748–6008, or online at http://www.wiley.com/go/permissions Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives or written sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762–2974, outside the United States at (317) 572–3993 or fax (317) 572–4002 Wiley publishes in a variety of print and electronic formats and by print-on-demand Some material included with standard print versions of this book may not be included in e-books or in print-ondemand If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com For more information about Wiley products, visit www.wiley.com Library of Congress Cataloging-in-Publication Data: Names: Westfall, Chris, author Title: Leadership language : using authentic communication to drive results / Chris Westfall Description: First Edition | Hoboken : Wiley, 2018 | Includes index | Identifiers: LCCN 2018021623 (print) | LCCN 2018025120 (ebook) | ISBN 9781119523352 (ePub) | ISBN 9781119523321 (Adobe PDF) | ISBN 9781119523345 (hardback) Subjects: LCSH: Leadership | Communication in management | BISAC: BUSINESS & ECONOMICS / Leadership | BUSINESS & ECONOMICS / General | BUSINESS & ECONOMICS / Management Classification: LCC HD57.7 (ebook) | LCC HD57.7 W45587 2018 (print) | DDC 658.4/5 dc23 LC record available at https://lccn.loc.gov/2018021623 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 For my mom, with love Gone but not forgotten Index 159 description of, 112; questioning your beliefs and assumptions to get around, 116–118; thinking like an investor to get around, 113–114 Bono, 43 Boorstin, Daniel J., 111 Boy Scouts of America, 57 Branding disengagement, 130– 131 Brando, Marlon, 13 The Burglar from Out of the Dishwasher (film), 74 Business: entrepreneurs’ projections as best guesses in, 113–114; identifying assumption barriers to your success in, 114–115; power of creativity in, 73–74; the unexpected in, 112 C Calendars, 37 “Capitalizing on Complexity” survey (IBM), 73 Carlin, George, 82, 91 Carroll, Bob, 60–61 Change: acceptance in order to catch the wave of, 127–131; all persuasive conversations are about, 44–47; the balance between what’s new and what’s known during, 34fig; challenges associated with, 33–34; comes through discovering, 63; as a constant, 39; don’t let it stop you, 40–41; the high concept is the gateway to proposed, 107–108; leader preparation for unexpected, 39–41; leadership initiatives that bring, 34–35; making connections to catch the next wave of, 129–131; need for guidance during unexpected, See also Uncertainty Character of leadership, 92 The Chase (film), 74 City of Angels “big reveal” story, 38–39 Clichés, 106–107 Clients: always start with what they are thinking, 29–30; anticipation by your, 51; as being someone whom you serve, 19; the empty chair sat on my your client’s, 46– 47; as key to your success, 20, 31; leadership is about doing things right for your, 20–25; leadership language involves them in the story, 160 Index 85–88; leadership language speaks the language of your, 19, 20; mistake of one-sizefits-all service to, 108–109; start the conversation with the thoughts of your, 29; takeaways on, 31; using your expertise to help them, 95–96; want to know how your strengths will go to work for them, 30; why he/ she is your most important person, 20; why “no” isn’t the final answer from, 41 Clifton Strengths Assessment, 24 The Collapse of Sensemaking in Organizations (Weick), Communication: listening element of, 57, 59, 60–71; persuasive, 44–47, 91–92, 103–104; presentation, 133– 150; qualifiers and clichés, 106–107 See also Leadership language; Messages Concept of the Corporation (Drucker), 20 Concepts: “high concept” truths, 102–109; leadership language is not just, 25, 31 Conflict management, 145 Connections: as an action, 71; anticipation is why makes possible, 51; being willing to see the, 47; catching the next wave by making, 129–131; how leadership language creates a, 10, 36; leadership demonstrated by making a, 5–6, 14; listening to make the, 71; making ones that matter, 14 See also Leadership Context: content is conquered by, 82–84; information is meaningless without, 81–82 Counterintuitive language, 107–109 Covey, Stephen R., 57, 62 Creativity: Adam Rifkin on intersection of leadership and, 74–76; business context of the power of, 73–74; our thinking leads to, 118; takeaways on, 132 Credibility: babysitter story on, 96–97; as being what others believe about you, 96; how character points to, 92; how we try to persuade others of our, 91–92; over-sharing information negatively impacts your, 91; perspective and expertise pointing to, 92–97; truth vs beliefs experiment, 101–102 Cuban, Mark, 108, 147 Index 161 Cunningham, McCalley, 7–10, 13, 97 Curiosity, 145 D Dan Ryan Expressway flat tire story, 36–37 The Dar Backward (film), 74 Data See Information/data De Niro, Robert, 13 Dell, Michael, 97 Detroit Rock City (film), 74 Discovering: authentic change comes through, 63; listening for innovation and, 62–63; our thinking leads to, 118 Dodge, Wagner, 1–4 Drucker, Peter, 20 E Einstein, Albert, 134 Eliminate distractions, 68 Elizabeth’s authenticity story, 119–120 Empathy, 53 The empty chair: “survival instinct” and self-interest aspects of, 45; takeaways on, 47; two examples of, 44; your client’s client sits in, 46–47 Enthusiasm: Adam Rifkin on creativity and, 76–77; how creativity is driven by, 77–80; takeaways on, 80 Entrepreneurs’ projections: as best guesses, 114; the future is uncertain factor of, 113; no battle plan survives contact with the enemy factor of, 113 Ethos, 92 Experience: takeaways on service and, 109–110; trust as more important than, 96–97 Expertise: credibility of your, 93–97; using it to help your clients, 95–96; we all have areas of, 92–93 F Facebook, 108 Familiarity: of the Dan Ryan Expressway flat tire story, 36–37; relationship between novelty and, 35 See also Known Families: being motivated through, 47; Jason on his responsibility toward employee, 43–44 Ferriss, Tim, 62, 133 “Flow stage,” 126–127 Frozen (Disney movie), 11 162 Index FUBU, 14 Future Farmers of America (FFA), Future uncertainty, 113 Homo Deus (Harari), 81 Honor your commitments, 99–100 Hubbard, Elbert, 43 G I George H.W Bush Presidential Library and Museum (Annenberg Theater), “Goat girl” story, 7–10 Gogh, Vincent Van, 73 “I don’t know” answer, 120, 122 IBM’s “Capitalizing on Complexity” survey, 73 Ideas: creating familiarity in order to communicate your, 36; having “a talent for serving others” with your, H 13; leadership potential as dependent on your Hamlet (Shakespeare), 117 worthwhile, 12 Harari, Yuval Noah, 81, 83 Harrison (Helena National Forest Impossible to Ignore (Simon), 35–36 ranger), 2, 3–4 Influence: leadership is about, Harvard Business Review, 133 45–46; marked by a series Hayzlett, Jeffrey, 55 of “yesses,” 103; ripple Helena National Fire, 1–5 effect of, 52; takeaways “High concept” truths: a on the empty chair and, common perspective leads 47; on your client’s client toward uncommon results, sitting in the empty chair, 105–109; examples of, 102, 46–47 See also Persuasive 105–106, 108–109; fitting conversations them into the conversation, Information/data: avoid over103; as gateway to the sharing, 85–86, 91; change that you propose, engaging your audience by 107–108; as great starting making it personal, 84–88; place for authentic how we gather and depend conversations, 104–105 Index 163 on, 37; leaders know what to ignore, 81, 83–84; leadership journey begins with lack of knowledge and, 122–123; as meaningless without context, 81–82; power comes from having, 81–82; understanding that life exists outside of the, 37–39 See also Known Innovation: doesn’t come from the already known, 64; expressing your vision by using innovative language, 107–109; how insight drives, 97–98; listening to discover, 62–63; our thinking leads to, 118; takeaways on, 132; your assumptions working as barriers to, 114–118 Insights: conversation shaped by leader, 65–66; innovation driven by, 97–98; of Murray Willocks into the leadership journey, 123–125, 126; takeaways on, 109 Intentional action, 71 J Jacobsen, Lenore, 128 John, Daymond, 14 Jonathan Livingston Seagull (Bach), 111 K Keeping score, 99 Kira’s presentation story, 133 “Knowledge is power” fallacy, 122, 123 Known: balance between what’s knew and what’s, 34fig; to get something new you have to start with something, 35–37; innovation doesn’t come from the already, 64; leadership journey begins with lack of knowledge and, 122–123; our perspectives are shaped by what is, 121; relationship between novelty and familiarity of the, 35 See also Familiarity; Information/data L Labels: problem with labeling action as a mistake, 23; removing those that hold you back, 130–131 The Last Movie Star (film), 75 Leader characteristics: creativity, 73–76; enthusiasm, 76–80 164 Index Leaders: acceptance in order to during, 19, 20; “high catch the wave of change, concept” truths to include 127–131; being prepared in, 102–109; language for the unexpected, 39–41; to avoid in, 88–89; characteristics of effective, persuasive, 44–47, 91–92, 73–80; deeply aligned 103–104; qualifiers and with both sides of the clichés, 106–107 See also conversation, 71; defined Messages by how they deal with Leadership factors: always uncertainty, 123; example start with what your client of children taking the role is thinking, 29–30; to of, 11; know what to ignore, get something new, start 81, 83–84; providing with something known, insight that shapes the 35–37; your client’s client conversation, 65–66; think sits in the empty chair, it through before speaking, 46–47; leaders listen with 148–149; what it takes to their eyes as well as ears, be an effective, 13–16 58–61; leaders are deeply Leaders Eat Last (Sinek), 68 aligned with both sides of Leadership: Adam Rifkin on conversation, 71; context intersection of creativity conquers content, 82–84; and, 74–76; as being leadership language earned, 99; character aspect involves your clients in the of, 92; the empty chair and story, 85–88; a common responsibility of, 43–47; perspective leads toward the gap in, 14; influence uncommon results, 105– element of, 45–47; knowing 109; leader acceptance where to look for, 11; Mann as they are on the journey, Gulch Fire as cautionary 127–131; 10 the simplest tale of failure of, 1–5 See message is the strongest, also Connections 134–150 Leadership conversations: always Leadership formula, 15 speaks the client’s language Leadership initiatives, 34fig–35 Index 165 Leadership journey: begins with what you don’t know, 122; lack of knowledge is where it begins, 122–123; leader acceptance of what they encounter during, 127–131; “moment of truth” in, 124–125; Murray Willocks’s insights into the, 123–125, 126; towards authenticity, 120–127; the unique path of everyone’s individual, 121 Leadership language: as about saying the right think, 69; the foundation of, 52–55; four elements used to express your vision, 107–109; how connections are created through, 10, 36; as not conceptual but as actual, 25, 31; spoken by McCalley Cunningham, 9–10; takeaways on, 89 See also Communication; Listening; “Your Language” Leadership language foundation: anticipation component of, 52–53fig; taking the biggest action, 53fig, 55; understanding component of, 53fig–54; vision component of, 53fig, 54–55 Leadership potential: going beyond limitations to reach your, 13–16; identifying the game-changer to reach your, 16; sharing it with others, 15; takeaways about, 17; truths about your, 12 Leadership Quiz, 12 L’Engle, Madeleine, 91 Lincoln, Abraham, 69 LinkedIn profiles, 58, 95 Listen to affirm, 62 Listen to defend, 63 Listen to discover, 72–73 Listening: as an action, 71; avoid dismissing or disagreeing when, 62; as being about observation, 61; considering your recent experiences with, 63–64; how trust allows leaders to engage in, 60–61; importance of, 57, 61, 65; leader insight that shapes the conversation while, 65–66; making connections by, 71; opportunity through, 59; providing acknowledgment when you are, 68–71; takeaways on, 72; three ways of, 62–63; while you are speaking by using your eyes, 58–61 See 166 Index also Leadership language; Perspectives Listening strategies: eliminate distractions, 68; shape the conversation, 67; start small, 66–67; throw out your agenda, 67–68, 71 Logos, 92 Luke Skywalker (Star Wars character), 114 M Mackay, Harvey, 95 Major league fastball, 49–50 Mandela, Nelson, 114 Mann Gulch Fire (Helena National Forest), 1–5 match.com, 58 Maxwell, John, 62 McCormack, Eric, 54 McLuhan, Marshall, 100 Messages: being overwhelmed with too many daily, 64; to create influence, 5, 10; don’t duck the difficult, 147; having the courage to listen and set aside your, 61; how listening can strengthen your, 83, 84; labeling making you miss the, 23; the medium is the, 100; the simplest one is the strongest, 89, 105, 134–150 See also Communication; Leadership conversations; Presentations Michaels, Duane, 14 Michael’s music teaching story, 92–93 Mistakes: making a mistake story, 21–22; of offering one-sizefits-all service to clients, 108–109; problem with labeling your action as a, 23 Moltke, Helmuth von, 113 “Moment of truth,” 124–125 Montana fire story, 1–5 Murder Can Kill You (film), 74 Murrow, Edward R., 25 Music teaching story, 92–93 N Navy SEALs, 127 The NEW Elevator Pitch, 30 New Guy story, 58–60 Norder, Scott, 58–59, 60 O Observation by listening, 61 Ogilvy, David, 56 Outsourcing, 108 Index 167 P “Pain point” questions, 65 Paperboy Crimes (film), 74 Pathos, 92 Permission, 55 Perspectives: asking questions to clarify another’s, 70; Michael’s story on teaching music using his, 92–93; phrases that acknowledge you are hearing other, 68–70; shaped by what is known, 121; throw out your agenda to hear other, 67– 68, 71; uncommon results come with a common, 105– 109 See also Listening Persuasive conversations: to establish credibility, 91–92; how the empty chair is impacted by your, 44–47; leadership language is about authentic, 104; logos, pathos, and ethos modes of, 92; marked by a series of “yesses,” 103; takeaways on the empty chair and, 47 See also Influence Physics, 53 The Physics of Baseball (Adair), 49 Pitch competition story, 7–10 Powell, Robert Baden, 57 Power: comes form having information, 81–82; fallacy of “knowledge is,” 122, 123 Premise: reframe the, 144; rejecting the, 143–144 Presentation homework: eyes, head, heart, 149; three questions, three answers, 149; picture this, 149– 150; what’s the one-word story for your presentation, 150; say it simply, 150 Presentation suggestions: for asking the audience questions, 141–142; be curious response to conflict, 145; confirming your solution by acknowledging the audience, 146; countdown to clarity, 136–137; dispense with the pleasantries, 146–147; don’t duck the difficult message, 147; don’t get cut off at the knees, 138–139; getting the most out of the Q&A, 147–148; have heart, 135–136; head second, 135; I’m looking where you’re looking, 139; leaders think it through, 148–149; 168 Index the meaning behind the numbers, 137–138; move forward or move it out, 136; reframe the premise, 144; rejecting the premise, 143–144; remember that it’s not a presentation, 139– 141; see it first, 135; think, feel, questions, 136; “Would it be alright with you if ?,” 144–145; “yes” to find place of agreement, 144 Presentations: homework for your next, 149–150; identify your presentation with a one-word story, 150; identifying the impact it is designed to create, 134– 135; problems with Kira’s, 133; the simplest message is the strongest, 134– 150 See also Audiences; Messages Pygmalion effect, 128 Q Qualifiers, 106 Questions: asking the audience during presentation, 141–142; authenticity and discovery through “the I don’t know” answer to, 120, 122; avoiding the answer trap, 120–121; getting the most out of the presentation Q&A, 147–148; “I thought you might ask that” response to, 148; manage conflict by asking, 145; prepare three presentation answers and, 149; presentation think, feel, do, 136; “Would it be alright with you if ?,” 144– 145 See also Answers R R&D process, 35 Red Lobster, 14 Rejecting the premise, 143–144 Responsibility: the empty chair and, 44–45, 46; Jason’s comments on his leadership, 43–44; role of influence in leadership, 45–46 Reynolds, Burt, 75–76 Rifkin, Adam: on enthusiasm to drive creativity, 76–77; on intersection of leadership and creativity, 74–76 Ripple effect, 52 Rosenthal, Robert, 128 Rumi, 119 Index 169 S Sandberg, Sheryl, 108 Scatterling (sailboat), 123–124 Scripts: City of Angels “big reveal” story on following, 38–39; “Stick to the script” guideline, 39; understanding that leadership is not scripted, 37 Service: clients as someone to whom you provide, 19; “high concept” truths on providing, 102–109; ideas and “a talent for providing others with,” 13; mistake of one-size-fits-all client, 108–109; takeaways on, 109–110 Habits of Highly Effective People (Covey), 57 Shakespeare, William, 117 Shark Tank (TV show), 8, 14, 36, 147 Sheen, Charlie, 74 Simon, Carmen, 35–36 Sinek, Simon, 68 Smokey and the Bandit (film), 75, 76 Solomon, Lou, 133 Sondheim, Stephen, 49 Southern Methodist University (Dallas), 37 Stanislavski, Konstantin, 79 Start with Why (Sinek), 68 Stealing Fire (Kotler and Wheal), 127 “Stick to the script” guideline, 39 Stories: almost hitting a kid on a bike, 111–112; babysitter, 96–97; City of Angels “big reveal,” 38–39; Dan Ryan Expressway flat tire, 36–37; Elizabeth’s authenticity, 119–120; identify your presentation with a one-word, 150; Kira’s presentation, 133; leadership language involves your clients in the, 85–88; leadership starts with your, 5, 109; making a mistake, 21–22; McCalley Cunningham (“Goat Girl”), 7–10, 13; Michael’s music teaching, 92–93; New Guy, 58–60 Strengths: identifying how you transfer your, 24–25; identifying your, 23–24; leadership is about delivering on your, 25–26; your clients want to know how you’ll apply your, 30 StrengthsFinder 2.0: step My Greatest Strengths, 23–25, 170 Index 28; step My Method of Delivery (Transfer), 24–26, 28; step How Is Your Client Better Off?, 26–29 Success: clients as the key to your, 20, 31; identifying assumption barriers to your business, 114–115 Sunday in the Park with George (Sondheim), 49 Surprising language, 107–109 “Survival instinct,” 45 Swim with the Sharks (Mackay), 95 T Takeaways: acceptance, innovation, creativity, and wisdom, 132; anticipation questions, 56; assumptions, 118; clients, 31; creativity, 80; empty chair and influence, 47; leadership language and “Your Language,” 89; leadership potential, 17; listening, 72; preparing for the unexpected, 42; service and experience, 109–110 “Talent for serving others,” 13 Think Big, Act Bigger (Hayzlett), 55 Thinking things through, 52–53 Three Principles Movement, 117, 123 Time traveler exercise, 54–55 Transformation permission, 55 Travelers (Netflix series), 54 Tribe of Mentors (Ferriss), 133 Trust: allowing leaders to listen, 60–61; established by talking about the past, 94; as more important than experience, 96–97; New Guy story about, 58–60; ways to build, 99–105 Trust-building strategies: honor your commitments, 99–100; volunteer, 100; pick up on the conversation, 100 Truths: examples of “high concept,” 102, 103, 104–109; identifying your marketplace, 103; leadership is about doing things right for your clients, 20–25; leadership is about influence, 45; leadership is being about helping others to the most good, 13; leadership is being about taking action, 6, 25; leadership isn’t scripted, 37; leadership journey’s Index 171 “moment of,” 124–125; leadership starts with your story, 5, 109; truth vs beliefs experiment on, 101–102; universal, 104 Tuskegee University, 59 Twain, Mark, 19 Tyson, Mike, 15 U Uncertainty: as being everywhere, 37; City of Angels “big reveal” story, 38–39; Dan Ryan Expressway flat tire story on, 36–37; discomfort doesn’t have to go together with, 41; as a fact of life, 39, 149; of the future, 113; leaders are defined by how they deal with, 123; takeaways on preparing for, 42 See also Change Understanding: empathy through, 53; as foundation of leadership language, 53fig Unexpected: almost hitting a kid on a bike due to the, 111–112; being prepared for the, 39–41; business and the, 112; expressing your vision using language that is, 107–108; takeaways on preparing for the, 42 Universal truths, 104 U.S National Elevator Pitch Champion, 30 V Van Gogh, Vincent, 73 Viewpoint See Perspective Vision: becoming a time traveler exercise on, 54–55; as foundation of leadership language, 53fig, 54–55; four language elements used to express your, 107–109 “Vision words,” 69 Vistage, 120 Volunteering, 100 W Wallace, Bill, 99 Warhol, Andy, 33 Washington, Booker T., 59 The Washington Post, 111 Weaver, Earl, 122 Weick, Karl, Will & Grace (TV show), 54 Willcocks, Murray, 123–125, 126, 128, 129, 130, 131 Wisdom: comes from within, 123; takeaways on, 132 172 Index 87–88; language to avoid including in, 88–89; takeaways on, 89; using phrases that incorporate “you” as the subject, 87 See also Leadership language Wooden, John, 66, 122 World Wide Web, 100 “Would it be alright with you if ?” question, 144–145 The Wrinkle in Time (L’Engle), 91 Y “You Language”: description of, 86; examples of using, Z Zuckerberg, Mark, 97, 121 WILEY END USER LICENSE AGREEMENT Go to www.wiley.com/go/eula to access Wiley’s ebook EULA ... and winner of the Rice Business Plan Competition Leadership Language Chris Westfall Leadership Language Using Authentic Communication to Drive Results Cover image: ©Henrik Sorensen/Getty Images... Language an asset to your organization Effective communication is the only way to drive results, operational efficiency, and impact You have to account for leadership if you want to influence others... Cataloging-in-Publication Data: Names: Westfall, Chris, author Title: Leadership language : using authentic communication to drive results / Chris Westfall Description: First Edition | Hoboken : Wiley,