Words do more than just convey facts and opinions. They signal how confident communicators are in the facts and opinions they are expressing. Consequently, words influence how we’re perceived and the impact of what we say. Want to be perceived more positively? Increase your impact?

• Ditch the hedges. When the goal is to convey confidence, avoid words and phrases like “may,” “could,” and “in my opinion,” which suggest that things, and the people saying them, are uncertain

• Use definites. Rather than hedging, use definites instead. Words like “definitely,” “clearly,” and “obviously,” which suggest whatever was said isn’t just an opinion, it’s an irrefutable truth.

• Don’t hesitate. Ums and uhs are natural parts of speech, but too many of them can undermine people’s confidence in us and our message. So cut the fillers. To decrease hesitations, plan what to say in advance or pause to collect your thoughts when needed.

• Turn pasts into presents. Using the present tense can communicate confidence and increase persuasion. So to signal certainty, rather than using past tense (e.g., “I loved that book”), use present tense (e.g., “I love that book”) instead.

• Know when to express doubt. While seeming to be certain is often beneficial, if we want to show we’re open minded, receptive to opposing viewpoints, or aware of nuances, expressing doubt can help.

By harnessing the language of confidence, we can signal our expertise, showcase our

openness to opposing viewpoints, and encourage others to go along with what we’re suggesting.

Consequently, we need to harness the power of linguistic concreteness.

• Make people feel heard. Want to show someone you’re listening? Be concrete. Give specific details that show we paid attention and understood.

• Be concrete. Don’t just pick things that sound good, use words that listeners can see in their minds. It’s a lot easier to imagine a red sportscar than ideation.

• Focus on the How. Thinking about the nuts and bolts of how something will happen, and focusing on specific actions, makes things concrete.

But while concrete language is often useful, if our goal is to come off as powerful, or make something seem like it has growth potential, using abstract language is better. In those cases:

• Focus on the why. Thinking about the reasoning behind something helps things stay high level and communicate that big picture.

Words are never just terms from a dictionary. They are more like packaged time bombs ready to explode at the right moment. This power can be a positive resource or it can ruin everything. The main thing is to respect words and use them artfully. Understand that words don’t always do what you want them to do. To an extent, they have a life of their own. If you are careless with words and use powerful ones without thinking, you risk breaking part of whatever vessel you have been building. Words are like the two-by-fours or concrete blocks that form a wall and a structure. I am careful even with words of greeting and good-bye. You can ruin an hour of work by saying something like, “I hope we do better next time.” That’s a heavy judgment for a client or friend to carry for a week or so.

Subtraction Tools

Means for Spotting and Removing Destructive Organizational Friction

• Simple subtraction rules. Building on Don Sull and Kathy Eisenhardt’s Simple Rules, these are simple shortcuts and crisp constraints that help people focus their attention on what ought to be removed from their organizations.

• Subtraction rituals. These are scripted actions that people take to mark routine or rare changes when they remove or lose people, places, and practices that have been part of their work lives. These choreographed packages of words and deeds can be simple or elaborate, are imbued with meaning for the people who practice them, and can provide comfort, guidance, and stronger social bonds.

• Subtraction specialists. People or teams charged with keeping life as simple, easy, delightful, and cheap as possible in the organization and have the authority, skill, time, and money to subtract (or add) as they fit.

• Subtraction games. Exercises in which people begin with solo brainstorming about organizational obstacles that slow their work and drive them crazy. Then they meet to share “subtraction targets,” select one or a few to remove, and outline implementation plans. Subtraction games can be as short as thirty minutes or extend for months when people are determined to remove destructive friction.

• Meeting repair and removal tools. These are methods to help people identify and eliminate bad meetings. For meetings that remain, these methods help people make them shorter and less frequent, with fewer attendees, and give people permission to decline invitations and leave meetings that are a poor use of their time.

• Purges. Deep, focused, rapid, and sometimes downright authoritarian efforts to remove an organization’s broken parts.

• Subtraction movements. These are enduring, participative, and multipronged efforts to spread the subtraction mindset throughout an organization, to teach people and reward them for making systemwide and local changes that, taken together, eliminate unnecessary burdens inflicted on employees, customers, partners, and community members.

P.S. Celebrate people who don’t add unnecessary stuff in the first place. Don’t forget those precious people who abhor and resist adding needless stuff, which averts the need for subtraction.

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.