@dzigbordikwakudosoo: This morning, let me share an conversation I’ve made from my many years of corporate work: I have watched brilliant people lose rooms they should have owned. Not because their work wasn’t strong. Not because their offer missed the mark. But because of how they chose to talk about it. Recently, I was preparing a client for a high-stakes corporate meeting she had been working toward for three years. We did a run-through. She opened with her credentials. Walked through her services. Broke down her process. Four minutes in, I stopped her. I said, “You’ve been speaking for four minutes, and everything has been about you. You haven’t said a single word about them.” She paused. I continued, “They don’t need to understand what you do. They need to understand what changes for them because of what you do. Those are two very different conversations.” We rebuilt her approach in 45 minutes. She walked into that room and did three things differently. She led with a problem she had observed in organisations like theirs. She made the cost of that problem real and specific. She painted a clear picture of what becomes possible when that problem is solved. Only then did she introduce herself as the person who makes that outcome happen. She called me afterwards. And her first question was simple: “When can we start?” That’s the difference between pitching and positioning. Pitching says: “Here is what I have. Do you want it?” Positioning says: “I understand what you’re dealing with. Here’s what becomes possible if we solve it.” Pitching centres you. Positioning centres them. And people don’t buy when they understand you. They buy when they feel understood. This is the lens I teach my clients to use. I call it the S.E.L.L. Framework™: • See their world first: Demonstrate you understand their reality before you say anything about yourself. • Excavate the cost: Help them fully grasp what the problem is costing them, in time, money, energy, or missed opportunity. • Land the possibility: Show them what life, business, or performance looks like on the other side of that problem. • Lead with proof: Tell a specific story of someone who was where they are and what changed.

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Monday 08 June 2026 08:31:27 GMT