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Simple messages are core and compact.

At one level, the idea of compactness is uncontroversial. Rarely will you get advice to make your communications lengthy and convoluted, unless you write interest-rate disclosures for a credit card company. We know that sentences are better than paragraphs. Two bullet points are better than five. Easy words are better than hard words. It’s a bandwidth issue: The more we reduce the amount of information in an idea, the stickier it will be.

But let’s be clear: Compactness alone isn’t enough. We could latch on to a compact message that isn’t core; in other words, a pithy slogan that doesn’t reflect our Commander’s Intent. Compact messages may be sticky, but that says nothing about their worth. We can imagine compact messages that are lies (“The earth is flat”), compact messages that are irrelevant (“Goats like sprouts”), and compact messages that are ill-advised (“Never let a day pass without a shoe purchase”).

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Related Quotes

For thousands of years, people have exchanged sound bites called proverbs. Proverbs are simple yet profound. Cervantes defined proverbs as “short sentences drawn from long experience.” Take the English-language proverb: “A bird in the hand is worth two in the bush.” What’s the core? The core is a warning against giving up a sure thing for something speculative. The proverb is short and simple, yet it packs a big nugget of wisdom that is useful in many situations.

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Compact ideas help people learn and remember a core message. But they may be even more important when it comes time to help people act properly, particularly in an environment where they have to make lots of choices.

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We’ve seen that compact ideas are stickier, but that compact ideas alone aren’t valuable—only ideas with profound compactness are valuable. So, to make a profound idea compact you’ve got to pack a lot of meaning into a little bit of messaging. And how do you do that? You use flags. You tap the existing memory terrain of your audience. You use what’s already there.

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It’s uncommon sense in the service of a core message.

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Since the release of Made to Stick, we’ve had the chance to work with a lot of organizations, and we’ve been surprised to find that their external communications are usually far more sophisticated than their internal communications. Compare a typical customer with a typical employee. Companies spend millions trying to understand the Typical Customer. He is studied and analyzed. His whims are plotted and charted. Messages are laboriously tailored to his concerns and delivered to him via convenient media.

Meanwhile, the Typical Employee receives a bland (but cheerful) monthly e-mail newsletter, which an unlucky HR employee hacked together in ninety minutes.

We are being facetious, of course, but the trend is unmistakable: Customer communication is taken very seriously, and employee communication isn’t. And that’s a tremendous opportunity for organizational leaders. Employees need to understand what your organization stands for, where it’s headed, and what will make it successful. In other words, they need to be able to “talk strategy.” And if they can talk strategy back to you, you’ll benefit from insights that would otherwise be untapped and invisible.

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