Andrew Ross Sorkin's best sources are often "jilted" individuals—bankers who lost a deal, executives passed over for promotion, or spurned partners. These sources have nothing to lose and are motivated to talk, providing reporters with a powerful, albeit biased, starting point for a story.

To effectively influence partners, you must understand their priorities. A scrappy research method is to watch their executives' public interviews or internal all-hands meetings. This reveals their strategic goals and allows you to frame your proposal in their language, increasing its resonance.

Vague stories can sound fabricated. Including specific, non-round numbers or precise facts (e.g., "it was 4.2" instead of "around 4") makes a narrative feel more authentic and tangible. This grounds the story in reality and enhances the salesperson's integrity and credibility.

To avoid stakeholders undermining research results later ('you only talked to 38 people'), proactively collaborate with them before the study to define the minimum standard of rigor they will accept. This alignment shifts the conversation from a post-mortem critique to a pre-launch agreement, disarming future objections.

Before giving feedback or answering a complex question, ask a clarifying question. This isn't just for the other person's benefit; it's a strategic tool to help you target your own response, ensuring it's relevant and concise.

Sorkin prepares for interviews by mapping a "flight path"—knowing the start, end, and key topics. However, he expects "weather" (unexpected answers) to force diversions. This mental model provides structure while allowing the flexibility to listen and react, which is the key to a great interview.

To broach a sensitive topic, Andrew Ross Sorkin reads a critical quote from another source. This technique shifts the focus from a personal attack ("I think you...") to a public concern ("Others are saying..."). It forces the interviewee to grapple with an issue they have likely already considered, leading to a more thoughtful response.

To elicit candid answers from fund managers, the most effective technique is not the question itself but the silence that follows. Resisting the psychological urge to fill the space forces the manager to sit with the question, often leading to less rehearsed and more truthful responses.

Sorkin discovered that the direct reply function of his Dealbook newsletter created an invaluable feedback loop. High-profile readers, including dealmakers he was covering, would respond directly with corrections, insider documents, and story leads, turning the audience into a primary source.