April 25, 2025 • 16 mins
If you want to be respected, lead with impact, or simply be taken more seriously—how you communicate matters just as much as what you know. In this episode, I’m breaking down the exact communication strategies that helped me go from reporting to executives to leading my own company and working alongside some of the top people in business. I’ll show you how to eliminate weak language, ask better questions, and speak with the clarity, confidence, and authority that gets you noticed—whether you’re building a brand, managing a team, or just tired of being overlooked.
Want more strategies to scale your business and stay on top of trends in beauty, wellness, and fashion? Subscribe to my newsletter, Business &, for weekly insights that go beyond business as usual.
https://cardoneventures.com/ndnews
See omnystudio.com/listener for privacy information.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
S1 (00:00):
Welcome to business and the podcast for people making it
all happen. Running a successful business completely takes over your life,
but I'm a believer that there is still room for
some ands like health, wealth, beauty, and maybe even some fashion.
On this podcast, I'll share with you what's working for
scaling my nine figure business while keeping you up to
date on the latest trends, news and fun finds. This
(00:23):
is a place for business and let's dive in. If
you want to be seen as powerful, respected, and confident,
your words have to match your ambition. I've spent years
working under executives, becoming one myself, and learning from the
most respected people in the room. These are the five
communication skills that separate those who get listened to from
those who get overlooked. Skill one is a hard one.
(00:45):
You have to stop speaking to be liked and instead
speak to lead. In our company today we have over
250 team members and so I get to see day
in and day out people who exude confidence and act
like leaders versus people who Accidentally erode their own credibility.
And they do this in the simplest of ways. The
(01:06):
mindset shift that the people who are successful have is
I am a leader, even if they aren't yet. The
mindset that people have versus the mindset of I am
in somebody else's environment and therefore I have to be
less than or smaller or less certain. When you are
less certain in your communication, it shows. So in order
(01:26):
to be more certain, you can do a handful of
things to switch up the way that you speak. One
of the most important things that you can do is
actually mean what you say, and only say things that
you are certain of CEOs, leaders, top executives. They have
a point of view. They see themselves. They see their
life experiences, and they use where they're at in order
(01:47):
to frame what their point of view truly is, and
they're confident in that frame. If you want to be
able to be more certain in your communication. Remember that
your point of view is important and you are there
for a reason. Now, the simple language tweaks on this
are as follows. Qualifying your statements by saying I think
or I feel. Reduces your credibility. Just say what you
(02:09):
think or say how you feel. It's obvious through the
communication that you are thinking or you were feeling something,
but those qualifiers make it seem like you are uncertain.
So consciously practice making these language swaps. So instead of
saying I think we should try this instead, say the
best path forward is another example. Instead of saying, I
feel like this might work, say, here's a strategy that
(02:32):
will get us this result. It is this simple switch,
but removing you from the conversation and just stating what
you see, how you see it instantly increases your credibility.
Next is number two, which is that your emotions are
making you sound reactive and unsure. We have a saying
around here high emotion, low intelligence. Have you ever noticed
(02:53):
the people who are wildly emotional, always talking about what's
wrong and being outrageously creative in their storytelling very rarely
have a lot of success around them. They don't have
people who are winning around them. They don't have successful
business relationships. They don't even have successful businesses. Because the
more you use emotion, the less you're using logic. Emotion
(03:14):
just clouds your decision making ability. And effective leaders are spectacular.
They are gangsters at being able to take a situation,
remove emotion, and be able to logically make decisions very
quickly and they trust their decision making process. The only
way you know you can trust your decision making process
is if you have your own internal confidence that you're
(03:36):
not being swayed by something based off of the emotion
that you have, you're actually being swayed based off of logic,
based off of data. Just this week, I had somebody
pop off on me and had this whole emotional outburst.
It was embarrassing and it instantly reduced my confidence in
this person. Their inability to feel something, to experience something,
(03:59):
to have there be a form of rejection in front
of them and be able to handle that with grace.
Understanding questions allowed me to see this person through a
new lens, and that new lens is they make decisions
based off of their emotion. And as I looked a
little bit further into this, I actually started to see
how there was a lack of success in a variety
of different areas, which is a key indicator that emotion
(04:22):
is used in all sorts of conversations. And instead of
creating confidence, it actually erodes people's confidence, which means you
cannot be successful because without other people, as a leader,
you're not successful. You actually cannot, by definition, be a
leader if other people don't trust and actually follow you.
So never let your emotions override your message. One of
(04:42):
the visuals I use to help me during emotional situations
is I imagine myself being a blade of grass. Follow
me on this one. If you have a blade of
grass that is horizontal and there is a rock that
falls through the blade of grass, the blade of grass
isn't going to stay hardened. It's actually going to move
with the pressure. It's going to move with the rock,
(05:04):
and then it is going to bounce back up to
its original shape versus if you had a toothpick there,
a toothpick when a rock goes right through, it is
going to break. It's very rigid, it's hard and it's frail.
So in situations, instead of thinking of yourself as somebody
who's going to make their point and who's going to
prove somebody wrong and get hardened like a toothpick, imagine
(05:26):
that you are a blade of grass and that situation
is just going to fall through you, not because you
don't care, but because you're not going to get emotionally involved.
You're going to let the data that they're giving you
go through you. You're going to let the emotion that
they're giving you pass by, and then you're going to
respond in the way that you should respond without the
tense rigidity of the toothpicks in your life. Next is
(05:48):
number three and focuses on authority. This is the secret
to getting people to stop interrupting you and start actually listening.
Great leaders don't speak more. They speak with wait, what
about what you're saying actually matters? When you think of
every conversation you're in as an opportunity for you to
make an impact. You will show up to those conversations differently.
(06:12):
Any meeting that you're attending, any conversation you're a part of,
it has to matter. Because as a leader, you have
a million things pulling at your attention. There are no
shortage of things on your to do list emails that
you could be answering, presentations that you could be making,
but instead you're in that room for a reason. If
you recognize that you have nothing to say and there's
(06:33):
no reason for you to be there, leave that conversation.
A leader knows where their time is best spent, and
they prioritize accordingly. So whenever I walk into a room,
I know the reason I am going into that room.
I ask myself, what is my target? When I know
I have a target, I have authority going into the
room because I'm clear on why I'm there. Most people
(06:55):
just go through the motions. They show up. They're not
even sure why they're there. They just listen, think about
other things, maybe distract themselves, answer emails. That is not
what great leaders do. Great leaders know that there are
a plethora of problems for them to solve, and their
time is going to be spent solving the most important problem. Therefore,
their attention and their communication where they are truly does matter.
(07:19):
So if you're struggling with authority, reevaluate where you're spending
your time. Go into the meetings where you do choose
to participate and actually participate. Have a point of view.
Use your authority because you've thought through the situation and
you know that there's a problem and there's something that
you can help with, or you need to better understand
as a way for you to build up your own
(07:40):
authority in your mind. Leaders matter. They drive initiatives forward.
So never enter a room where you don't know why
you're there and you will all of a sudden have
more authority in your communication, simply because you took a
handful of minutes in order to really understand why your
time was best spent there. When participating and leading meetings,
you steer the conversation with clear, confident delivery. Next up
(08:04):
is number four, which is to become a question master.
you do not need all the answers to lead. You
just need to know how to ask the right questions.
The best leaders put themselves in a position to solve
the most complicated problems in a business. And in order
to solve a complicated problem, there has to be some
sort of constraint, some level of confusion, and no clear
(08:27):
path forward. So if you are an effective communicator, you
are able to address and properly identify what questions you
need to ask, what information is missing to be able
to make the best decision to move that problem forward.
I like to think about this as untangling a necklace.
When you're looking at untangling a necklace, it's taking one
(08:49):
piece after another after another to really start to understand
strategically what is the core knot inside this tangled necklace?
Your job as a leader is to unknot many necklaces.
The best leaders think of themselves as professional problem solvers,
but the reason they're able to solve these problems better
than more junior people is simply because they ask more questions.
(09:11):
It is not the expectation that you know everything, and
you're coming at it from this high vantage point to
be able to tell everybody what to do. Oftentimes, you
don't know what to do when you're entering that meeting
or that problem. It's a new problem, you see. Great
leaders guide conversations by asking powerful and strategic questions. So
challenge yourself to ask these questions instead of what do
(09:35):
you think? Ask what data supports this decision? And instead
of how's it going? Ask, what's the biggest challenge you're
facing right now? Instead of can we fix this? Ask,
what would it take to ensure this never happens again?
The quality of your questions determine the quality of your results.
Here's a little trick that my parents taught me in
(09:56):
order to become better at asking great questions. When I
was growing up, we would play the question game at
any sort of social function. The question game meant that
little Natalie was supposed to walk up to an adult
and ask them three questions. So my mom at a
social gathering would say, go talk to Mr. Bob. So
I would walk over to Mr. Bob, and my target
(10:19):
was to ask Mr. Bob three questions. Well, it's terrifying
talking to adults when you're young, and sometimes it's still
terrifying to talk to adults. So I had to overcome
that fear. But then I also had to ask three
questions that kept the conversation engaging. Well, as a very
young kid, I wasn't able to ask super engaging questions.
The questions might sound like Mr. Bob. I realized that Bobby,
(10:41):
your son is going to baseball practice these days. Does
he love baseball? And then Mr. Bob's going to answer back.
And then by the answer, I'm gonna hopefully be able
to ask a second question. Well, oftentimes I couldn't actually
make it to question three because I would run out
of things to ask questions on. So I'd go back
to my mom. My mom would say, here are a
few other question choices that you could ask Mr. Bob.
(11:02):
And she'd make me go walk back to Mr. Bob
and ask him the final questions. This practice of getting
good at asking questions, keeping the conversation going, understanding what
really matters is priceless and an invaluable trait if you
really want to communicate like an expert. That brings us
to number five, which is what most people do wrong.
(11:23):
You have to stop oversharing. I will never forget the
first time I had to fire somebody. I was 23
years old, and I was coached ahead of time to
say a very specific statement that led me to a
very specific conclusion, to not get into some large debate
as to whether or not we were going to fire
this team member, and instead of saying what I needed
to say, I started over explaining. I started telling them
(11:47):
how wonderful they are and how much I like them,
and how much of a pleasure it had been to
work with them. And as I talked more like that,
I became more and more tense and more and more uncomfortable.
So I kept saying things like that, and instead of
successfully firing the person, we just effectively had a nice
little touch point in the middle of the day, and
I had to take another swing at it the next week.
(12:10):
It was awkward, it was embarrassing, and it was the
exact opposite of what somebody who has confidence and presence
would do. When you know what you're going to say,
say it. You say it with grace, you say it
with directness, and you are firm. It's not because you
don't like people, you don't deliver communication overexplaining is an
indicator that you are not confident. When you do speak
(12:34):
with confident people, they say things with effect. They have
a message, they clearly articulate that message and they don't
continue to communicate. I like to think of this like
an airplane. I'm sure you've had an experience where somebody
talks and they continue to talk and they continue to talk,
and the plane is about to land, but instead of
actually landing, nope. We're going back through it again. And
(12:56):
you already know that they said that, but they're about
to land it. And nope, there's another new angle to
just restate what they already stated. It's uncomfortable. As a listener,
it's difficult to communicate with somebody like this, and it
clearly shows that the person isn't confident and is uncomfortable.
So instead of overexplaining or softening your feedback, be direct.
(13:18):
More than that, seeking validation can instantly erode your authority,
and high level CEOs actually get authority because they are
direct and they are deliberate. So be like a confident CEO.
They don't need validation and neither do you. And another
hack on this is watch really successful people communicate. I
(13:40):
didn't say listen to how they communicate. I said watch
how they communicate. You'll notice that they don't talk like this.
This is not the way that somebody who is successful communicates.
They sit up straight, their shoulders are back. They have
confidence through their body language. They move their hands through
this certain little section of their bodies right here. They
(14:00):
don't sit there and fidget, playing with their fingers, playing
with their rings, moving their feet around. They're able to
sit there comfortably, have a direct conversation, eye to eye
with another human being. So it is very simple to
just throw your shoulders back, sit up a little taller
and look like you are more confident before you actually
become more confident. One of the things that I had
(14:21):
to work on for a while, the way you project
your voice, also matters. And this was actually something I
had to work on for quite some time. I tended
to whisper for a very clear reason. I used to
get quieter when I would voice my opinion, and that
reason is pretty obvious. I wasn't certain of my opinion.
I didn't feel like I could present my idea and
be passionate and be excited because I was actually uncertain.
(14:45):
And you could tell not just by the words I
was saying, but by the volume that I was using
to portray my ideas. So I had to actively work
on not talking like this and trying to quiet myself,
but by being louder and being more communicative through my
body language, but also through the volume which I was speaking.
I had to work on this for many months, and
(15:06):
it was not a short process. Every single time I
would start whispering, I'd have my core team of people
tell me, hey, Natalie, you're whispering again. And I'd be
I'm like, okay, good to know. I'm gonna project. I'm
gonna get clear on what I'm saying because clarity matters
in communication. So when you find you're doing some weird things,
putting your shoulders in, starting to whisper, fidgeting, just remember,
(15:27):
future you doesn't communicate like that. So fix it in
the moment and deliver the effective communication. If you master
these five skills, I guarantee that you will be able
to communicate better than 99% of people.
S2 (15:39):
If you enjoyed this podcast, you are going to definitely
not want to miss out on my new newsletter. It
just dropped. I just started creating this content and I
am obsessed. Every single week in your inbox I am
going to send you business and which is exactly what
it sounds like. How do you fit business and all
of the other things in your life so that you
(15:59):
are up to speed on fashion, beauty, wellness, all things
that really matter. If you want to subscribe and get
this special gift and weekly treat in your inbox, go
to carpenters.com.
Welcome to business and the podcast for people making it
all happen. Running a successful business completely takes over your life,
but I'm a believer that there is still room for
some ands like health, wealth, beauty, and maybe even some fashion.
On this podcast, I'll share with you what's working for
scaling my nine figure business while keeping you up to
date on the latest trends, news and fun finds. This
(00:23):
is a place for business and let's dive in. If
you want to be seen as powerful, respected, and confident,
your words have to match your ambition. I've spent years
working under executives, becoming one myself, and learning from the
most respected people in the room. These are the five
communication skills that separate those who get listened to from
those who get overlooked. Skill one is a hard one.
(00:45):
You have to stop speaking to be liked and instead
speak to lead. In our company today we have over
250 team members and so I get to see day
in and day out people who exude confidence and act
like leaders versus people who Accidentally erode their own credibility.
And they do this in the simplest of ways. The
(01:06):
mindset shift that the people who are successful have is
I am a leader, even if they aren't yet. The
mindset that people have versus the mindset of I am
in somebody else's environment and therefore I have to be
less than or smaller or less certain. When you are
less certain in your communication, it shows. So in order
(01:26):
to be more certain, you can do a handful of
things to switch up the way that you speak. One
of the most important things that you can do is
actually mean what you say, and only say things that
you are certain of CEOs, leaders, top executives. They have
a point of view. They see themselves. They see their
life experiences, and they use where they're at in order
(01:47):
to frame what their point of view truly is, and
they're confident in that frame. If you want to be
able to be more certain in your communication. Remember that
your point of view is important and you are there
for a reason. Now, the simple language tweaks on this
are as follows. Qualifying your statements by saying I think
or I feel. Reduces your credibility. Just say what you
(02:09):
think or say how you feel. It's obvious through the
communication that you are thinking or you were feeling something,
but those qualifiers make it seem like you are uncertain.
So consciously practice making these language swaps. So instead of
saying I think we should try this instead, say the
best path forward is another example. Instead of saying, I
feel like this might work, say, here's a strategy that
(02:32):
will get us this result. It is this simple switch,
but removing you from the conversation and just stating what
you see, how you see it instantly increases your credibility.
Next is number two, which is that your emotions are
making you sound reactive and unsure. We have a saying
around here high emotion, low intelligence. Have you ever noticed
(02:53):
the people who are wildly emotional, always talking about what's
wrong and being outrageously creative in their storytelling very rarely
have a lot of success around them. They don't have
people who are winning around them. They don't have successful
business relationships. They don't even have successful businesses. Because the
more you use emotion, the less you're using logic. Emotion
(03:14):
just clouds your decision making ability. And effective leaders are spectacular.
They are gangsters at being able to take a situation,
remove emotion, and be able to logically make decisions very
quickly and they trust their decision making process. The only
way you know you can trust your decision making process
is if you have your own internal confidence that you're
(03:36):
not being swayed by something based off of the emotion
that you have, you're actually being swayed based off of logic,
based off of data. Just this week, I had somebody
pop off on me and had this whole emotional outburst.
It was embarrassing and it instantly reduced my confidence in
this person. Their inability to feel something, to experience something,
(03:59):
to have there be a form of rejection in front
of them and be able to handle that with grace.
Understanding questions allowed me to see this person through a
new lens, and that new lens is they make decisions
based off of their emotion. And as I looked a
little bit further into this, I actually started to see
how there was a lack of success in a variety
of different areas, which is a key indicator that emotion
(04:22):
is used in all sorts of conversations. And instead of
creating confidence, it actually erodes people's confidence, which means you
cannot be successful because without other people, as a leader,
you're not successful. You actually cannot, by definition, be a
leader if other people don't trust and actually follow you.
So never let your emotions override your message. One of
(04:42):
the visuals I use to help me during emotional situations
is I imagine myself being a blade of grass. Follow
me on this one. If you have a blade of
grass that is horizontal and there is a rock that
falls through the blade of grass, the blade of grass
isn't going to stay hardened. It's actually going to move
with the pressure. It's going to move with the rock,
(05:04):
and then it is going to bounce back up to
its original shape versus if you had a toothpick there,
a toothpick when a rock goes right through, it is
going to break. It's very rigid, it's hard and it's frail.
So in situations, instead of thinking of yourself as somebody
who's going to make their point and who's going to
prove somebody wrong and get hardened like a toothpick, imagine
(05:26):
that you are a blade of grass and that situation
is just going to fall through you, not because you
don't care, but because you're not going to get emotionally involved.
You're going to let the data that they're giving you
go through you. You're going to let the emotion that
they're giving you pass by, and then you're going to
respond in the way that you should respond without the
tense rigidity of the toothpicks in your life. Next is
(05:48):
number three and focuses on authority. This is the secret
to getting people to stop interrupting you and start actually listening.
Great leaders don't speak more. They speak with wait, what
about what you're saying actually matters? When you think of
every conversation you're in as an opportunity for you to
make an impact. You will show up to those conversations differently.
(06:12):
Any meeting that you're attending, any conversation you're a part of,
it has to matter. Because as a leader, you have
a million things pulling at your attention. There are no
shortage of things on your to do list emails that
you could be answering, presentations that you could be making,
but instead you're in that room for a reason. If
you recognize that you have nothing to say and there's
(06:33):
no reason for you to be there, leave that conversation.
A leader knows where their time is best spent, and
they prioritize accordingly. So whenever I walk into a room,
I know the reason I am going into that room.
I ask myself, what is my target? When I know
I have a target, I have authority going into the
room because I'm clear on why I'm there. Most people
(06:55):
just go through the motions. They show up. They're not
even sure why they're there. They just listen, think about
other things, maybe distract themselves, answer emails. That is not
what great leaders do. Great leaders know that there are
a plethora of problems for them to solve, and their
time is going to be spent solving the most important problem. Therefore,
their attention and their communication where they are truly does matter.
(07:19):
So if you're struggling with authority, reevaluate where you're spending
your time. Go into the meetings where you do choose
to participate and actually participate. Have a point of view.
Use your authority because you've thought through the situation and
you know that there's a problem and there's something that
you can help with, or you need to better understand
as a way for you to build up your own
(07:40):
authority in your mind. Leaders matter. They drive initiatives forward.
So never enter a room where you don't know why
you're there and you will all of a sudden have
more authority in your communication, simply because you took a
handful of minutes in order to really understand why your
time was best spent there. When participating and leading meetings,
you steer the conversation with clear, confident delivery. Next up
(08:04):
is number four, which is to become a question master.
you do not need all the answers to lead. You
just need to know how to ask the right questions.
The best leaders put themselves in a position to solve
the most complicated problems in a business. And in order
to solve a complicated problem, there has to be some
sort of constraint, some level of confusion, and no clear
(08:27):
path forward. So if you are an effective communicator, you
are able to address and properly identify what questions you
need to ask, what information is missing to be able
to make the best decision to move that problem forward.
I like to think about this as untangling a necklace.
When you're looking at untangling a necklace, it's taking one
(08:49):
piece after another after another to really start to understand
strategically what is the core knot inside this tangled necklace?
Your job as a leader is to unknot many necklaces.
The best leaders think of themselves as professional problem solvers,
but the reason they're able to solve these problems better
than more junior people is simply because they ask more questions.
(09:11):
It is not the expectation that you know everything, and
you're coming at it from this high vantage point to
be able to tell everybody what to do. Oftentimes, you
don't know what to do when you're entering that meeting
or that problem. It's a new problem, you see. Great
leaders guide conversations by asking powerful and strategic questions. So
challenge yourself to ask these questions instead of what do
(09:35):
you think? Ask what data supports this decision? And instead
of how's it going? Ask, what's the biggest challenge you're
facing right now? Instead of can we fix this? Ask,
what would it take to ensure this never happens again?
The quality of your questions determine the quality of your results.
Here's a little trick that my parents taught me in
(09:56):
order to become better at asking great questions. When I
was growing up, we would play the question game at
any sort of social function. The question game meant that
little Natalie was supposed to walk up to an adult
and ask them three questions. So my mom at a
social gathering would say, go talk to Mr. Bob. So
I would walk over to Mr. Bob, and my target
(10:19):
was to ask Mr. Bob three questions. Well, it's terrifying
talking to adults when you're young, and sometimes it's still
terrifying to talk to adults. So I had to overcome
that fear. But then I also had to ask three
questions that kept the conversation engaging. Well, as a very
young kid, I wasn't able to ask super engaging questions.
The questions might sound like Mr. Bob. I realized that Bobby,
(10:41):
your son is going to baseball practice these days. Does
he love baseball? And then Mr. Bob's going to answer back.
And then by the answer, I'm gonna hopefully be able
to ask a second question. Well, oftentimes I couldn't actually
make it to question three because I would run out
of things to ask questions on. So I'd go back
to my mom. My mom would say, here are a
few other question choices that you could ask Mr. Bob.
(11:02):
And she'd make me go walk back to Mr. Bob
and ask him the final questions. This practice of getting
good at asking questions, keeping the conversation going, understanding what
really matters is priceless and an invaluable trait if you
really want to communicate like an expert. That brings us
to number five, which is what most people do wrong.
(11:23):
You have to stop oversharing. I will never forget the
first time I had to fire somebody. I was 23
years old, and I was coached ahead of time to
say a very specific statement that led me to a
very specific conclusion, to not get into some large debate
as to whether or not we were going to fire
this team member, and instead of saying what I needed
to say, I started over explaining. I started telling them
(11:47):
how wonderful they are and how much I like them,
and how much of a pleasure it had been to
work with them. And as I talked more like that,
I became more and more tense and more and more uncomfortable.
So I kept saying things like that, and instead of
successfully firing the person, we just effectively had a nice
little touch point in the middle of the day, and
I had to take another swing at it the next week.
(12:10):
It was awkward, it was embarrassing, and it was the
exact opposite of what somebody who has confidence and presence
would do. When you know what you're going to say,
say it. You say it with grace, you say it
with directness, and you are firm. It's not because you
don't like people, you don't deliver communication overexplaining is an
indicator that you are not confident. When you do speak
(12:34):
with confident people, they say things with effect. They have
a message, they clearly articulate that message and they don't
continue to communicate. I like to think of this like
an airplane. I'm sure you've had an experience where somebody
talks and they continue to talk and they continue to talk,
and the plane is about to land, but instead of
actually landing, nope. We're going back through it again. And
(12:56):
you already know that they said that, but they're about
to land it. And nope, there's another new angle to
just restate what they already stated. It's uncomfortable. As a listener,
it's difficult to communicate with somebody like this, and it
clearly shows that the person isn't confident and is uncomfortable.
So instead of overexplaining or softening your feedback, be direct.
(13:18):
More than that, seeking validation can instantly erode your authority,
and high level CEOs actually get authority because they are
direct and they are deliberate. So be like a confident CEO.
They don't need validation and neither do you. And another
hack on this is watch really successful people communicate. I
(13:40):
didn't say listen to how they communicate. I said watch
how they communicate. You'll notice that they don't talk like this.
This is not the way that somebody who is successful communicates.
They sit up straight, their shoulders are back. They have
confidence through their body language. They move their hands through
this certain little section of their bodies right here. They
(14:00):
don't sit there and fidget, playing with their fingers, playing
with their rings, moving their feet around. They're able to
sit there comfortably, have a direct conversation, eye to eye
with another human being. So it is very simple to
just throw your shoulders back, sit up a little taller
and look like you are more confident before you actually
become more confident. One of the things that I had
(14:21):
to work on for a while, the way you project
your voice, also matters. And this was actually something I
had to work on for quite some time. I tended
to whisper for a very clear reason. I used to
get quieter when I would voice my opinion, and that
reason is pretty obvious. I wasn't certain of my opinion.
I didn't feel like I could present my idea and
be passionate and be excited because I was actually uncertain.
(14:45):
And you could tell not just by the words I
was saying, but by the volume that I was using
to portray my ideas. So I had to actively work
on not talking like this and trying to quiet myself,
but by being louder and being more communicative through my
body language, but also through the volume which I was speaking.
I had to work on this for many months, and
(15:06):
it was not a short process. Every single time I
would start whispering, I'd have my core team of people
tell me, hey, Natalie, you're whispering again. And I'd be
I'm like, okay, good to know. I'm gonna project. I'm
gonna get clear on what I'm saying because clarity matters
in communication. So when you find you're doing some weird things,
putting your shoulders in, starting to whisper, fidgeting, just remember,
(15:27):
future you doesn't communicate like that. So fix it in
the moment and deliver the effective communication. If you master
these five skills, I guarantee that you will be able
to communicate better than 99% of people.
S2 (15:39):
If you enjoyed this podcast, you are going to definitely
not want to miss out on my new newsletter. It
just dropped. I just started creating this content and I
am obsessed. Every single week in your inbox I am
going to send you business and which is exactly what
it sounds like. How do you fit business and all
of the other things in your life so that you
(15:59):
are up to speed on fashion, beauty, wellness, all things
that really matter. If you want to subscribe and get
this special gift and weekly treat in your inbox, go
to carpenters.com.
Popular Podcasts
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.