Why can’t these smart, talented speakers make their ideas stick? A few of the villains discussed in this book are implicated. The first villain is the natural tendency to bury the lead—to get lost in a sea of information. One of the worst things about knowing a lot, or having access to a lot of information, is that we’re tempted to share it all…

The second villain is the tendency to focus on the presentation rather than on the message. Public speakers naturally want to appear composed, charismatic, and motivational. And, certainly, charisma will help a properly designed message stick better. But all the charisma in the world won’t save a dense, unfocused speech, as some Stanford students learn the hard way.

For an idea to stick, for it to be useful and lasting, it’s got to make the audience:

1. Pay attention

1. Understand and remember it

1. Agree/Believe

1. Care

1. Be able to act on it

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.

Behavioral scientists have conducted hundreds of studies about the differences between powerful and powerless words and phrases. We are especially smitten with research led by Jonah Berger at the University of Pennsylvania and by our Stanford colleague Jennifer Aaker. We draw mostly on their work to generate five tips about the kind of talk that provokes people to act, persist, and develop imaginative solutions.

The third thing I’m asking myself as people tell me their stories is: What’s the plot here? We tend to craft our life stories gradually, over a lifetime. Children don’t really have life stories. But around adolescence most people begin imposing a narrative on their lives. At first there’s a lot of experimentation. In one study, for example, McAdams asked a group of college students to list the ten key scenes in their life. When he asked the same students the same question three years later, only 22 percent of the scenes were repeated on the second list. The students were in the early process of understanding the plot of their lives, so they had come up with a different list of episodes that really mattered.