An effective CEO maintains a consistent core philosophy but tailors the emotional and subjective components of the message for different audiences (e.g., engineering, sales, investors). This context-switching ensures everyone can hear and internalize the message in a way that resonates with them personally.

Showing up as your "full self" in every situation is ineffective. A better approach is "strategic authenticity," where you adjust your communication style to suit the context (e.g., a board meeting vs. a team lunch) without compromising your fundamental values.

Tailor your message by understanding what motivates your audience. Technical teams are driven to solve problems, while sales and marketing teams are excited by new opportunities. The core idea can be identical, but the framing determines its reception and gets you more engagement.

Effective communication isn't just about truth or virality. It must satisfy three criteria: it's true about your company, it's relevant to the audience, and it's strategically helpful to your business goals. Chasing relevance without strategic utility can be self-sabotage.

The key difference between effective and manipulative communication lies in what is altered. Leaders adapt the vocabulary and emphasis for their audience (delivery), while manipulators change the underlying facts and narrative (message), destroying trust.

When people don't understand your point, it's often a sign that you are not meeting them where they are. Instead of pushing forward impatiently, you must go back to their starting point, re-establish shared assumptions, or reframe the message from their perspective.

Leaders often feel the need to create new metaphors for every presentation. However, audiences require hearing the same core message multiple times to absorb it. The key is to embrace the mantra "repetition never spoils the prayer" and focus on consistently delivering a few key themes.

True brand consistency isn't identical, cookie-cutter messaging. A human brand adapts its core narrative to the specific needs of different roles in the buying unit. Procurement requires facts and figures, while end-users or salespeople need to understand "what's in it for me."

When communicating with executive leaders, always begin with the high-level, strategic view (the "macro") to establish context and alignment. However, you must be prepared to dive into any level of detail ("micro") they ask about. This approach respects their time while demonstrating your comprehensive understanding and credibility.