Think Fast Talk Smart: Communication Techniques

Work is changing, not ending—what it takes to stay relevant in an AI-driven world.

Careers aren’t ladders anymore — they’re climbing walls. As Aneesh Raman puts it, “work is changing, not ending,” and success today depends on how well you can navigate change and explain your path along the way.

Raman is the Chief Economic Opportunity Officer at LinkedIn and a former presidential speechwriter for Barack Obama. His work focuses on the future of work and how individuals can adapt in an AI-driven world. In his book Open to Work, he argues that the most valuable skills today aren’t technical — they’re human. “We now have this technology that's gonna do more, better, faster… It will out efficiency us,” he explains. But that shift creates opportunity: “When you recognize that humans aren't meant to be machine-like, and that machines will eventually out machine us, that isn't the end state. It's going to be a more entrepreneurial era where we're going to rely on our unique ability to imagine, to invent, to create.”

In this episode of Think Fast Talk Smart, Raman and host Matt Abrahams explore what it takes to navigate a rapidly changing workplace. From the “Five C’s” to practical ways to redesign your role around human strengths, Raman shares how to stay relevant as work evolves, the power of audience-first communication, and why great storytelling starts with understanding yourself.

To listen to the extended Deep Thinks version of this episode, please visit FasterSmarter.io/premium.

Episode Reference Links:
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Chapters:

  • (00:00) - Introduction
  • (02:50) - Storytelling & Career Lessons
  • (05:15) - Obama’s Communication Style
  • (08:07) - Careers as Climbing Walls
  • (12:13) - The Rise of Human Skills
  • (15:49) - The Three Work Buckets
  • (22:47) - The Final Three Questions
  • (28:32) - Conclusion

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Creators and Guests

Host
Matt Abrahams
Lecturer Stanford University Graduate School of Business | Think Fast Talk Smart podcast host
Guest
Aneesh Raman
Chief Economic Opportunity Officer at LinkedIn | Former CNN War Correspondent | Former Presidential Speech Writer

What is Think Fast Talk Smart: Communication Techniques?

One of the most essential ingredients to success in business and life is effective communication.

Join Matt Abrahams, best-selling author and Strategic Communication lecturer at Stanford Graduate School of Business, as he interviews experts to provide actionable insights that help you communicate with clarity, confidence, and impact. From handling impromptu questions to crafting compelling messages, Matt explores practical strategies for real-world communication challenges.

Whether you’re navigating a high-stakes presentation, perfecting your email tone, or speaking off the cuff, Think Fast, Talk Smart equips you with the tools, techniques, and best practices to express yourself effectively in any situation. Enhance your communication skills to elevate your career and build stronger professional relationships.

Tune in every Tuesday for new episodes. Subscribe now to unlock your potential as a thoughtful, impactful communicator. Learn more and sign up for our eNewsletter at fastersmarter.io.

Matt Abrahams: Your career is more
like a climbing wall than a ladder,

and your ability to communicate that
clearly is critical to your success.

My name is Matt Abrahams, and I
teach Strategic communication at

Stanford Graduate School of Business.

Welcome to Think Fast
Talk Smart, the podcast.

Today I look forward to
speaking with Aneesh Raman.

Aneesh currently serves as the
Chief Economic Opportunity Officer

at LinkedIn, where he leads global
initiatives to navigate the future

of work and expand economic mobility.

Before this, Aneesh was an
award-winning CNN International War

correspondent and a presidential
speech writer for Barack Obama.

His latest book, written with LinkedIn
CEO Ryan Lansky, is Open to Work:

How to Get Ahead in the Age of AI.

Well, welcome Aneesh.

I have to share with you, you
have the most diverse background

of any guest we've ever had, and
I wanna explore that in a moment.

But I'm really excited
to learn from you today.

Thanks for being here.

Aneesh Raman: Well, I'm so excited
to be here and I'm grateful for the

work you do to help everyone be able
to tell their story and to impact the

world in new ways with their story.

Matt Abrahams: Well, thank you.

Shall we get started?

Aneesh Raman: Yeah, let's do it.

Matt Abrahams: So your
career path is fascinating.

You've been a war correspondent,
a presidential speech writer, a

corporate executive among many roles,
communication looms large in all of them.

I'd love for you to share just some
lessons learned, best practices

you bring to your communication.

Aneesh Raman: You know, it's funny as
you phrase it, my mind is immediately

recalling for a long period of
time I ran away from communications

as a term that I wanted to be
defined by, wanted a job around.

I thought it was limiting, confining.

As you'd say, my career is interesting,
but makes no sense by job title.

It's not a one plus one equals two.

And a lot of it was me starting
as a reporter and then leaving

reporting because I wanted to
do more than report the story.

I wanted to shape action around it, so
I go into government, and then it was

more than just writing and speaking.

How do we get action going into
growth and policy campaigns?

When I joined LinkedIn a couple months
in, someone came up to me and said,

you're a really good storyteller.

And that was this like really important
moment because at first, again, this,

I had this reflexiveness against being
like pigeonholed and storytelling

was like campfire, children's book.

But I started thinking about it
and I said, yeah, that is actually

something that I really enjoy doing
in service of a bunch of other goals.

And I started researching storytelling
and falling in love with it as a thing

that people can do and get better at
and really change the world around.

I mean, Sapiens, that book talks about
storytelling is as important to our

growth and progress as a species as tools.

As I thought about it more, and
to your question, sort of what has

carried me through, it's really been
explanatory storytelling, is like the

best I can define the longest serving
skillset that I have had and honed.

And to me the key things about that,
first of all, you just have to be

endlessly curious, and if you aren't,
put yourself in a space where you are.

Shift into a sphere where the
work itself is feeding it.

Find a way to find ways into that topic.

But I'm just like endlessly curious.

And in that curiosity, I am
compulsively trying to connect dots.

'Cause for my own sake, I'm trying
to make it simple so I understand it.

And that has just developed into a
communication style that is really maybe

not as descriptive as others, maybe
not as gripping as a story to others,

but it's really the intent is to help
you understand something better and

more and more in a way that gives you
a better sense of self and a better

sense of belief about what's possible.

Matt Abrahams: It's interesting
how you answered the question.

You talked about yourself internally,
the the curiosity is the engine for the

storytelling, and then the connection
of ideas is really important, and

what I have enjoyed in getting to know
your work through your writing, and

through the other ways you communicate.

I would be remiss if I
didn't take this opportunity.

You will soon find out at the end of our
show, I'm gonna ask you three questions.

One of the questions is, who's
a communicator you admire most?

At the top of that list
is always Barack Obama.

Actually, he's beaten by Michelle
Obama, more people refer to her

than him, but you had the job of
helping write speeches for him.

I'm just curious if you can share some
insight that others can benefit from

about his approach to communication,
and perhaps your approach in helping

enable that at communication,
that we could all benefit from.

Aneesh Raman: The first thing I say is
to be one of his speech writers is an

extremely humbling act because you know
he's always gonna be better than you.

That if he had the time and space to
write the speech you were working on

on his own, it would be so much better
than anything you were gonna offer up.

So it was a unique experience
to not just be a speechwriter,

but be a speechwriter for him.

I think with him it was
always audience first.

That was something that was very clear.

Who's in front of him?

What's the story of the folks
who are in that audience?

We would always end with a story
of someone in the audience.

Most of what I take from him is
actually as a spouse and a father.

He has become this role model for me
of like feminist husband, feminist dad.

He has two girls.

I have two girls.

So when I think about him, like most
of what I think about is how I'm

trying to model myself as a man.

But the memory I go back to a lot with him
is I was writing a speech and it was after

a second inaugural, and we were gonna talk
about how in that second inaugural, he

has put his hand on the Bibles of Martin
Luther King Jr. and Abraham Lincoln and I

had written some section there about when
they turned to faith, what those moments

must have felt like, must have been like.

Lincoln in the midst of the
Civil War, walking through

just fields of fallen soldiers.

King in the depths of bombings
and other things that the civil

rights movement had provoked.

And so I'd written something
and it was the only time I ever

got a call from him at my desk.

'Cause other speech writers who
were more in the mix would be, you

know, interacting with him more.

I came late into the speech writing group.

And I remember picking up and thinking,
oh, it was just one of his aides

who was saying, we've got edits or
something, some casually picking it

up, and suddenly he's on the other end.

And his call was about that part
of the speech and really just

pushing me to recognize like
the human experience of that.

And so he just stayed human.

I think that's probably
the summary statement.

And he was able to speak human,
think human, be human in ways

that most people who get to a
job like that no longer retain.

And he fought to keep it throughout
and I think keeps it to this day.

And Michelle too.

And so that to me is
like a role model too.

It goes to the authenticity
of communication.

Matt Abrahams: It sounds to me
like part of what was important

in that job for you and for him
was understanding your audience.

Bringing in managing the emotion and
really respecting the impact that you can

have and that the words have on people.

And, and I think all of us can think
about how do we bring our authentic

self, how do we think about our
audience, and how do we think about

emotion and how we can connect?

I appreciate that.

I wanna turn to your book.

In your book, you argue that careers
are no longer predictable ladders,

but they're dynamic climbing walls.

As somebody who likes to
climb, I love this analogy.

Can you share what you mean by this?

And what advice do you give to
people who then need to explain or

pitch their career climbing wall?

Aneesh Raman: There'll be a theme.

It starts with self is the most
important thing I would tell everyone.

We are living through what I
think is the greatest disruption

of work in human history.

What work is gonna look like in 5,
definitely 10 years, is gonna look very

different, if not nothing like what work
has looked like for the past 300 years.

As we've been in the industrial age
work had a certain predictability,

clarity, stability to it.

The industrial age was
entirely about efficiency.

It was the speed and scale of
production of goods and services.

So since the steam engine to now, all
of us humans at work have just been

about efficiency, supporting these
machines in doing more, better, faster.

And that doesn't matter whether you are
on the factory floor, on an assembly

line, or in a cubicle on your laptop.

It was more, better, faster,
more, better, faster.

We now have this technology
that's gonna do more, better,

faster, more, better, faster.

It will out efficiency us.

And at first, I think a lot of people
are really freaked out about that.

But when you recognize that humans
aren't meant to be machine-like,

and that machines will eventually
out machine us, our brain existed

far longer than the industrial age.

I mean, the brain that we have is
about 40,000 years old, at least,

in terms of not just shape and size,
which is like 300,000 years old,

but ability of complex thought.

We created nation states, we
created the monetary order, the

beginnings of all these things
before the steam engine showed up.

So we're gonna go back to that.

It's gonna be a more entrepreneurial
era where we're gonna rely on our unique

ability to imagine, to invent, to create.

So what does that mean for your career?

Well, in that efficiency age, or
predictability reign, you had a

career ladder and you knew what to do.

If you could get on one with the
right degree or get into the right

job at the right company, you're
just climbing to the next rung.

You're trying to get your boss's
job, your boss's boss's job.

And I know that sort of clarity has been
comforting for people, even as it's been

limiting for so many people who didn't
have the right pedigree signals of the

right degree or the right zip code they
grew up on to actually get on that ladder.

But that ladder is done because
organizations now cannot build around

stability, predictability, efficiency.

Companies are gonna have to build
around innovation, agility, dynamism.

And so we use the wall as something
you're climbing to signal that.

The chapter opens with the story of
Mo Beck, who's a one-handed climber.

And Mo talks about how she climbs routes.

And if you're a climber like you, you
know, you don't just go up, you sometimes

go down, you go sideways, all to go up.

But there's multiple ways
that you can get there.

And if you're Mo Beck and you
only have one hand, there are a

bunch of ways only you can go.

There's some ways you can't go,
but there are ways only you can go.

And we talk about how she used that
reality to her advantage to climb

climbs that only she could climb.

So we're all gonna have to do that now,
and that can be really stressful at

first, if you feel like the role you had
to build your career was to check the

tickets and get on the ladder to now you
get to decide, but you get to decide.

And so we talk in the book about, and
we have different like frameworks for

people to use, but you know, it starts
at the core with why do you work?

And for most of us, that's
a paycheck to earn a living.

But as you do that or beyond that,
is it about the impact you want?

Is it about the type of
organization you want to build?

And then what do you do?

And I think Reese Witherspoon had a
great line recently where she said,

chase your talent, not your dreams.

There's something you do instinctively,
well, something you love to do that you

just want to keep getting better at it.

You're curious about it.

You don't have to push yourself
to want to push yourself.

If anything in that realm is something
that the world wants and will pay you

for and that organizations need and
will promote you for, that's your core.

That's your, what do I do?

So why do I work?

What do I do?

And then where do I want to be?

And that's gonna change constantly.

But am I an environment that
I'm learning in the right way?

Am I an environment where I'm
delivering at the impact level I want?

It's really meant to give you this
sense of optionality, which is gonna

be fear inducing for a lot of people
'cause they won't know where to start.

And so, I don't know, maybe even
in your own experience, those

first climbs, when you could go
anywhere, how you think about it.

And I think ultimately for all of
us, and maybe you can validate this,

just think about the next step.

Matt Abrahams: So many
rich things in there.

I want to explore and we
will in a few moments.

The figuring out why we work and what
makes us unique is really important.

And that provides the beginning
part of the story that we have

to tell so people can understand.

The freedom can be, as you said, daunting,
but it can also be liberating as well.

You argue that in this new age of
work and the AI age, that soft skills,

I'm not a big fan of that term.

But, but things like curiosity,
creativity, and communication are

actually the hardest and most valuable.

I agree, absolutely, 100%.

I'd love to hear your perspective on how
can people develop these skills and most

importantly, how can they demonstrate
and communicate them to help those who

might employ them see that as valuable?

Aneesh Raman: One of the interesting
things about the book, 'cause

it's not a how to AI book,
it's a how to human with AI.

And so much of the conversation is almost
entirely about AI alone, its capabilities,

its future capabilities, and it concedes
a lot of the conversation this, I think,

very diminished view of what humans can
do based on, again, this efficiency focus

of the industrial age and what we've done.

So as we were writing this book, one
of the first things we had to do is

articulate what makes us us, as humans,
what is unique human capability.

And it actually isn't a mature
conversation in humanity because in

the industrial age, we focus entirely
on IQ, technical analytic skills.

We built teaching, training,
credentialing, assessing

everything around that.

And so we talked to neuroscientists,
we talked to organizational

psychologists, behavioral economists.

And so we came up with what we call
the five Cs, and it's our offer of

what sits at the intersection of IQ and
EQ, of consciousness and conscience.

Courage, curiosity, creativity,
compassion and communication.

That gave us a kind of
foundation of what makes us us.

And then you build from that
with resilience, adaptability,

ability to fail, handle hard well.

And you get to this
entrepreneurialism that we think

is actually the relevance at work.

But those five C's and we go into each in
the book, first of all, if you're a human,

you have innate ability on these five C's.

It comes with your
brain, and so you start.

With that skill.

Now, if you've been in a job or lived
a life that led you to be less curious

than you wish you were less creative.

We think of creativity as a talent,
not a skill that people can develop.

Although there's a ton of
neuroscience research now on that.

Communication, some people are
gifted in it, some people haven't.

Storytelling is mystical and magical.

They're all just skills, and so whatever
you do have is skills, if they're

technical skills, analytic skills,
operational skills, it's the same thing.

It's how do I identify what I wanna
get better at and how do I push myself

in small ways, but in daily ways to
test it and try it and learn from it.

I often tell folks who feel overwhelmed by
the idea they could be a good storyteller,

the attempt is the achievement.

I mean, it's a stoicism line,
but that's all you're going for.

You're just going for
that deliberate practice.

So we talk about it in the book as
you bring it into your day-to-day, we

have a framework for how to break your
job down into three buckets of tasks.

And as you think about the tasks that
are gonna require these kind of human

skills, push yourself on some of them.

Be courageous in a small way, but
in a way that pushes yourself.

Communicate something bigger
or bolder in a small way, but

a way that pushes yourself.

Post something on
LinkedIn, see what happens.

But so much of it is the attempt is
the achievement, but you start with

the ability, 'cause you're human.

And the best things we do as humans
are with others, go find other

people you want to get better with.

When I was speech writing, one of the
things I always did, especially in

moments where I was most overwhelmed,
is I called my wife and I just say like,

Hey, I'm trying to explain this policy.

So the great thing about being human
is we're surrounded by other humans

who can be a feedback loop for us.

So make sure you're
taking advantage of that.

Matt Abrahams: The collaborative
nature in all of this is important.

I appreciate that we all
have these abilities.

You said something there that
hearkens back to some things we've

talked about, which is the notion
of find what's right for you.

So it's this introspection and you
might not have that skill right

now, but you know that's the passion
and something you wanna work for.

So finding what's right is really
about understanding yourself and

seeing where you want to take that,
and I appreciate that very much.

Break down for us the three buckets,
and then articulate, once we find

the things that you'll tell us is in
bucket three, how do we then really

lean into our bucket three skills?

Aneesh Raman: One of the things we
noticed early on, Ryan and I, is that

the conversation about AI and work was
becoming entirely about job titles.

What's gonna happen to software
engineers, as if all software engineers

engineer in the same way, and where one
goes all will go, or entry level work?

What's gonna happen to this entire
category of jobs as if they're

all the same and they're all gonna
stay or they're all gonna go.

And our view was how do we start
engaging with this change as it happens?

We have a data point that
I think is a key signal.

70% of the average skills in a job
are gonna have changed by 2030, 7 0.

So even if you're not changing
jobs, your job is changing on

you into an entirely new job.

Now if you hear that and you're like,
oh gosh, okay, I gotta just bear through

this, as if that change is coming to you
as if AI has already figured out what

it's gonna change about your job, or
your boss has figured it out and is gonna

come one day and say, here's the 70%
that's different about your job, that's

actually not how it's gonna play out.

You're gonna decide how that job
changes, by that 70%, in what

way, in what order, at what pace.

And so how do you do that?

That's by seeing jobs as tasks.

And the lived experience for me here is
when I tell you that the three things I

do best are explanatory storytelling to
build coalitions around an expertise of

economic opportunity, you would never get
that from a description of my career by

job title, like never in a million years.

But if you look at the tasks of what
I did in those jobs and how they built

and reorganized and I built from them,
you would get to that pretty easily.

So take your job, it doesn't matter if
you're a CEO, you just got hired, you're

in marketing, you're in engineering.

Put aside your title,
put aside your goals.

Every week you do about a dozen things.

Call 'em tasks, list them down.

What are they?

I do a lot of coding.

I talk to customers.

I organize team meetings.

Whatever it is, you list them out.

And you're gonna put 'em in three buckets.

The first bucket is, well, stuff
that AI can kind of already do is

quickly gonna be able to do coding,
summarizing, quick analytics, quick

research, that goes in bucket one.

Bucket two is stuff you're
doing with these tools.

This is actually the
most important bucket.

This is where high performers are
emerging from new corners in new ways.

'Cause they're leveraging the tools
to quickly close an experience gap.

I don't speak sales, but I really
wanna partner with them on that.

Oh, this is how they talk about it.

This is, or I have this idea, but when
I visualize it, no one gets excited.

Let me turn it into a video or turn
it into this whole PowerPoint I never

could have done, okay, closes that gap.

So bucket two is how do I liberate
myself from the efficiency machine-like

tasks that I don't have to do and
how do I do more of what I'm into

and what I get excited about?

And then bucket three is
the stuff with other humans.

I mean, there are a lot of conversations
that you just see it end with

humans running a bunch of agents.

That isn't the end state.

It's humans with a bunch of tools working
with other humans with a bunch of tools,

doing all sorts of cool new things
that humans have never done before,

across a broader set of areas where we
can be entrepreneurial and innovate.

That's partnering in new ways.

That's thinking about ethics in new ways.

That's thinking about community
building or organizing in new ways,

ideation and brainstorming in new ways.

Matt Abrahams: I appreciate how you
delineated the different buckets.

So there's the things that AI can do
that's bucket one, the things that we

can do in partnership together, and
then the things that are uniquely human.

And as you look at your tasks and you
itemize and figure out where they are, you

see how you can move them towards bucket
three, and then that helps pinpoint the

work you need to do, and to lean into it.

Before we end, I like to ask
everybody three questions.

One, I'm gonna create just for you and two
that are similar across all the episodes.

You write about the value in all
of this of your peer network.

And that's not surprising,
you work at LinkedIn.

Beyond LinkedIn as a tool for this,
what are other ways that we can

leverage our peer network to help us
as we grow and redefine our careers?

Aneesh Raman: I think for a lot
of folks it starts with just

building it and maintaining it.

Again, if you're insatiably curious
and you're curious about humans,

which has been a through line for me,
whether it was, what is it like to be a

human in a war zone or a human that is
living in an economy where they don't

have a mobility, a lot of our Obama
speeches are about the American dream.

You're just constantly curious
about what other people are up to,

and you're connecting with people.

You're keeping in touch with people, and
so I think starting with who you know

and who you like to go to is really key
because a lot of times people think your

network has to be really established
people who are really successful and are

gonna help you open doors and mentor you,
and yes, that's like a key part of it.

And in the industrial age, in the
org chart, in the latter, that was

probably the most important part.

Also very limiting if you didn't
have access to those folks.

But if you did, that was
the most important part.

The reasons we think about what you're
climbing as a wall is because in

climbing, your peer group is a network.

'Cause they have visibility into
routes that, that you want to know,

beta information I think it's called.

Stuff that they've seen when they've gone.

So it's not just who's done it and been
really good at it, it's other people

who are failing at doing it and why are
they failing and what are they learning?

It's people that you're giving advice
to 'cause they're gonna give you

advice too about how they're coming up.

And you're going to have this
sort of weird reverse mentorship,

asymmetric relationship going.

So if you think you have a
limited network, start with pro

you and then it's just as simple
as human to human interaction.

And this is where you can
practice all those five C's.

Talk to folks.

Get on the phone.

So much about our day-to-day right
now is about texting over talking.

It's about quick summary over
long exploratory, winding,

you know, brainstorms.

Let me be the one to tell you, no, this
stuff that life right now doesn't feel

like it's valuing is gonna matter a ton.

So go give yourself the time and
space and permission to do that work.

So the simple thing I'd say is, I mean,
obviously LinkedIn's a great tool,

but pick up the phone, go meet people,
go for a walk, just go experience

whatever the question is you're trying
to figure out with another human.

Matt Abrahams: Question number two, who
is a communicator you admire and why?

Aneesh Raman: Joan Didion is the person
I am going to every once in a while

because, there are a bunch of writers.

But it's the writing where you're
like, oh my God, that sentence

is like 7 words, but it speaks
volumes, like, how did she do that?

And a lot of what I'm trying to
do, even in the selling of a book,

you have to simplify the book.

So the book is about the past,
present, and future of work for humans.

There's an unlimited number of
themes and topics and I've been

working on a list of just one-liners.

Like everything we've just said
about fear and all that's coming,

AI to me is summarized by if you
know one thing and one thing only,

work is changing, not ending.

Like that simplicity I find
seductive, and still hard.

And so like Didion is an example of
someone I go to just to be in awe

of how she got there to push myself.

Matt Abrahams: The ability to
leverage language to communicate

effectively is a true gift and
skill, and one we can all work at.

Final question, what are the first
three ingredients that go into a

successful communication recipe?

Aneesh Raman: Well, I was gonna
say there's no right answer 'cause

it's all about the audience.

But I guess that makes that number
one, the audience matters most.

And again, that audience is you every
day, all day in terms of the thoughts

in your head, but in any moment where
you're communicating with a purpose.

So the audience matters in terms of
who they are, why they are, what's

going on in their head on that day,
and so you have to start there.

The second is, I think,
intent, that purpose.

You're not just up there in front of
that audience to speak for the sake of

speaking, but you've got a purpose there.

There's something you're
trying to mobilize or whatnot.

And the third thing, I mean, I have recent
bias on it, but I think it's emotion.

It's something in that belief.

It's what do you want them to feel, which
is different than who is the audience.

You can have a sense of who's in
the room, what's on their mind,

what you're trying to convince them
of based on what's on their mind.

But when you get to, what
do you want them to feel?

That goes beyond the audience in front
of you, that goes to the human condition.

Because that audience, they're all
human and they might think what they

think and you're thinking about that,
but they're underneath that, they might

not even realize what they're feeling.

So an example I guess would be
like, even with this story, you're

talking about AI and work AI tools.

You're coming into a corporate setting.

These people are eager to know what
these tools are, 'cause they know that

they've gotta shift their jobs around it.

They work at a tech company, so I'm
assuming they're pretty excited about

the tools or knowledge about the tools.

My point of view is to try and
help them appreciate these tools.

So you're gonna come in with a
story about isn't AI amazing and

everyone's trying to figure it out
and I'm here to help you figure it

out and here's why our tool's amazing.

And you might miss it underneath all
that existential fear across that

room that this tool you're talking
about, even as it helps them, is just

helping them help it replace them.

And if you don't feel that, understand
that, if you haven't tapped into

that in your own gut, then I
don't think you land that story.

Matt Abrahams: As you've
mentioned earlier, it's really

about the internal focus first.

The first audience and foremost audience
is you, understanding your purpose

and understanding the emotion that
might be underlying the communication.

And then from there, craft a
purpose and a message that connects.

I really appreciate not only the
insight into what makes for effective

communication from your point of view
in various roles that you've had, but

I appreciate the detailed advice and
guidance on how we can all prepare

our careers and ourselves for this new
way of working, which after listening

to you, sounds pretty exciting.

Thank you.

Thank you for joining us
for another episode of Think

Fast Talk Smart, the podcast.

To learn more about portfolio
career building, listen to

episode 226 with Ilana Golan.

This episode was produced by Katherine
Reed, Ryan Campos, and me, Matt Abrahams.

Our music is from Floyd Wonder.

With special thanks to the
Podium Podcast Company.

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