Author: Jonathan W. Pritchard

Prepare managers before a change announcement with confirmed facts, role-specific implications, and a route for unanswered questions.

Build a shared merger narrative by comparing useful histories and agreeing on specific ways the combined company will work.

Explain a strategy reversal by naming what changed in the evidence, what leadership has decided, and what happens to work already underway. Acknowledge the...

Announce an unpopular change by stating the decision, explaining its reason, and acknowledging the costs employees will bear. Make clear which issues are s...

Reduce the influence of a first number by gathering estimates and assumptions before showing a preferred budget or forecast. Compare the evidence behind th...

Build the comparison before debating why your company is different.

Run a business premortem before authorizing a major commitment by asking participants to imagine that it has failed and explain how. Collect separate contr...

Explain the cost of inaction through a buyer-verifiable scenario with explicit assumptions and limits.

Use a customer nudge only when the design supports an informed choice and remains easy to inspect and refuse.

Before answering a sales objection, ask what the buyer means and whether they want help examining it. Identify the concern, the evidence behind it, and the...