Thursday, February 12, 2026

Super Bowl LX: Viewing Flat, Wagering Way Up

 

Commentary

Super Bowl LX: Viewing Flat, Wagering Way Up

Traditional Super Bowl TV-streaming viewing remained  basically the same as a year ago (down 2%) to 124.9 million Nielsen-measured viewers. 

But what about wagering and gambling? That was up 27% versus a year ago to $1.76 billion (from $1.39 billion), according to the American Gaming Association -- in surveying all “legal” channels.

Looking specifically at those hot, near "prediction markets," separate estimates show that another $1.5 billion was “traded” in the game. Kalshi placed nearly $1 billion and Polymarket (still not legal) got $1.2 billion in wagering, according to investment bank Piper Sandler analysts.

What took a hit? That would be Nevada-based casino gaming, according to a report in Bloomberg, down nearly 12% year-over-year -- the lowest in around 10 years.

Overall there was a lot of money growth in the game, with advertisers placing their bets as well (so to speak). 


Comcast's NBCUniversal platforms -- NBC Television Network, Peacock, Telemundo and NBC Digital -- pulled in an estimated $800 million in advertising in the game, pre-game, and post game programming. That is possibly a new record.

While early reports were that NFL-aligned online sports betting operations DraftKings and FanDuel also did well, analysts say results could have been better.

Those sportsbooks had the Seattle Seahawks favored to win the game against the New England Patriots -- and they did just that, with a score of 29-13.

Predictably, they also beat the point spread (-4.5) and the game total “over/under” bet (42 points), which was under the 45.5-point-spread set. 

Marketing and more wagering content could be key to the rise, as sports TV networks now offer regular programming content on wagering. 

ESPN has one called “Bad Beats” during Scott Van Pelt's prime-time “SportsCenter” show.

It shows dramatic/unbelievable conclusions of games and their effects on the wagering marketplace.

Does this mean even more dramatic gambling on games -- and higher wagering off all types -- to come?

Why Cheap Media Is Costing Us More Than We Think

 

Commentary

Why Cheap Media Is Costing Us More Than We Think

Digital advertising has become the fast food of marketing: cheap, convenient, scalable and engineered for short-term satisfaction, but ultimately low in nutritional value. And in a world of  autoplaying videos, reaction triggers and animated banners, most digital media doesn’t hold enough value to stand out — it’s as disposable as junk food.

Moreover, marketers are becoming increasingly disconnected from the process. We use algorithms that optimize for clicks, not connection, and when impressions and CPMs barely register as a rounding error on a budget spreadsheet, it’s easy to forget that behind each one is a real person.

The truth is, you can’t optimize your way to meaning.

Attention is not a commodity

Marketers say we want meaningful engagement, but in our relentless pursuit of efficiency, we’ve let programmatic algorithms prioritize cheap impressions over real connections to the point that we’ve forgotten there’s a person on the other side.

And principal-based media is making things worse. With the promise of “low-cost media,” “cheaper agency fees,” and effortless automation, it’s easy to become hooked on convenience. This approach sacrifices significance for scale at the risk of turning our budgets into self-perpetuating systems that favor empty reach over emotional resonance.

Attention is precious. With so many ads clogging up their screens, over half of consumers intentionally avoid them through adblocking software or ad-free subscriptions. It takes real effort to earn a person’s attention and more to earn their business, but the cost is worth it.

Faulty systems cost more than money

When media is bought purely on price, it often lands in places no brand would knowingly choose: content farms, piracy sites and misinformation peddlers, or worse — reports from the New York Times and CBS News about ads appearing beside racist videos are just the tip of the iceberg.

It’s usually not bad faith, just bad math. Advertising is exploitable when it’s cheap and paid less attention. Campaigns measured by volume allow bots to slip through the cracks. Fraudulent traffic can generate clicks and impressions that never involve a real person. Ironic that automating efficiency inadvertently pours resources into nonexistent audiences.

Malicious or not, the result remains: Dollars meant to build brands subsidize the disappearance of quality media content. Newsrooms are shuttered, investigative reporting is underfunded and public trust erodes. The very infrastructure of an informed society is undermined by numbers in a spreadsheet.

You can’t optimize on a broken system.

There’s no easy fix for a systemic problem, and optimization isn’t the answer. It’s time to demand better, to rethink media from the ground up. End the conflicts in the system, from principal-based trading to incentivizing bad actors from an over-dependence on “cheap” inventory. You can run a smart, efficient marketing machine at scale without sacrifice.

Marketing that connects and resonates is what really matters. It’s not just a math problem; it’s a human one.

If we end the desperate chase for cheap, we can escape from the world of disposable marketing, and get back to the fundamentals of successful media where the rarest thing you can offer is something worth remembering.

Is AI About to Have Its Netflix Moment?

 

Commentary

Is AI About to Have Its Netflix Moment?


For years, AI companies positioned themselves as tools that help professionals work faster, not competitors waiting in the wings. It's a comforting story. But industries often cling to comforting stories right up until the business model beneath them shifts.

If you want a glimpse of where this might be heading, you don't need a crystal ball. You just need to look at what happened in Hollywood.

From Distributor to Creator: The Netflix Roadmap

Netflix began by distributing other people's content. Then it improved discovery with data. Then it hired writers and directors. Then it became a full-scale studio. Today, it's no longer disrupting the entertainment industry. It is the entertainment industry.

AI is now where Netflix was in its early years, still in the distributor phase, ingesting massive amounts of content: books, articles, reports, expert work to train large models.

The next question is unavoidable: What happens when the platform that aggregates the world's expertise decides it can also produce its own?


Signals AI May Follow the Same Path

Look at what AI companies are doing, not what they're saying, and a familiar pattern appears.

They're hiring specialized talent -- not only engineers but economists, psychologists, legal scholars, clinicians, and policy strategists.

Netflix changed course when it hired creators. AI may change course when it hires experts.

AI companies are building vertical pro models for finance, law, software development, and marketing. The step from supporting professionals to substituting for them isn't a big one.

Enterprise clients want more than raw answers. They want interpretation, judgment, and strategic guidance: the same things consulting firms, agencies, and analysts are hired to deliver. If platforms can deliver even part of this at scale, the competitive landscape will look very different.

What This Means for Professional Services

Professional services differentiate themselves through expertise: original thinking, proven frameworks, the ability to read situations with nuance. Yet these are the very ingredients AI systems learn from.

The assets that make firms valuable may soon become the training data that powers their most significant competition.

This doesn't mean the sky is falling. It does mean the center of gravity in professional services is shifting. Winning firms will deliver fresh thinking rather than recycled best practices, develop a clear and original point of view, combine human judgment with AI scale, and protect the parts of their expertise that can't be flattened into data.

The Takeaway

Netflix never announced it was entering the studio business. It simply hired the talent it needed and let the model evolve.

AI companies are now hiring their talent.

The question is no longer whether AI will become more than a tool.

The question is whether professional service firms are preparing for the moment when the platform that learned from them begins to compete with them.

This post was previously published in an earlier edition of Marketing Insider

Tuesday, February 10, 2026

TV Stations Looking for Big Ad Rebound In 2026?

 


TV Stations Looking for Big Ad Rebound In 2026?

Sep 29, 2025| Paige Albiniak| 

Mid-term elections, Winter Olympics and FIFA World Cup expected to boost TV station fortunes as they continue to battle industry headwinds.

The story of spot TV is cyclical, with boom years benefiting from ever-increasing political spending across a divided and heated environment as well as major sporting events. Next year will certainly be a boom year: the mid-term elections are expected to set spending records while excitement is already building for the 2026 Winter Olympics in Italy and the 2026 FIFA World Cup, with matches to be played across North America.

00:00Daily Market Update

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In 2025, an off-political year, TV station core spot advertising revenue is projected to decline 0.2% to $17.49 billion with local spot revenue increasing 1.5%, national spot revenue decreasing 4.3% and digital revenue up 2.8%, according to S&P Global Market Intelligence. The 2025 decreases are due to a lack of major events, such as a presidential election or Olympics, turning 2025 into a sort of reset year. In addition, national advertising holding companies are increasingly side-stepping local broadcasting when it comes to choosing platforms because digital alternatives, such as CTV and Google and Meta, are so much easier to buy.

Justin Nielson

But the biggest impact will come from the 2026 mid-term elections, which are expected to hit a record-setting $10.8 billion, up more than 20% fro“It’s a good thing to be flat if you are in the TV station advertising business, which is really shifting from a national ad buy market to a locally and digitally focused one,” says Justin Nielson, head of Kagan research at S&P Global Market Intelligence. 

Overall, total local TV station revenues should be down 12.5% to $21.81 billion in 2025.

That all changes come 2026, when S&P Global anticipates total local TV revenue to rebound 13.1% to $24.67 billion. In a particularly optimistic take, BIA Advisory Services forecasts that core over-the-air TV advertising will increase 11% in 2026 due to settled tariff agreements, improved consumer confidence and the Olympics and World Cup.

Midterms In 2026 To Set Spending Records

m 2022’s $8.9 billion, according to market intelligence firm AdImpact. Of that $10.8 billion, nearly half — or $5.3 billion — will go to broadcasters, AdImpact says. Some view that number to be high, with S&P Global estimating political spend on broadcast TV at $3.77 billion and BIA coming in even lower at $3.2 billion.

Connected TV (CTV) will be the big gainer in 2026, with AdImpact predicting that $2.5 billion in political spend will go to the country’s fastest-growing media type, up 2% from 2024 to 23% of share, representing $124 million in revenue growth.

Closely contested gubernatorial and Senate primaries in several states, as well as heavy spending on issues, mean that spending will be more spread out over the entire year instead of happening mostly in the fourth quarter, which is the typical pattern of political years. 

States expected to have contested races include Georgia, which will see a tight race between Democratic Sen. Jon Ossoff and a field of Republican candidates, including former University of Tennessee football coach Derek Dooley, Rep. Buddy Carter and Rep. Mike Collins. The Georgia governor’s race is also wide open with current Gov. Brian Kemp term limited. 

“Georgia is going to be pistol hot,” says Steve Passwaiter, president of Silver Oak Political. 

Estimates are that as much as $750 million could be spent in Georgia alone, with AdImpact calling it one of the three most expensive states in the country. The other two are California — which will hold elections for governor and Senate as well as field several ballot initiatives — and Michigan, which will also see contested governor’s and Senate races. California is expected to see more than $1 billion spent on local media, while Michigan gets close to that number, reports AdImpact.

Analysts also are watching races in North Carolina, Maine, Iowa and Wisconsin, while primaries in red states such as Kentucky and Texas could drive early spending. 

Winter Olympics, FIFA World Cup Seen as Opportunities

Beyond political advertising, enthusiasm is ramping up for next year’s major sporting events, including the 2026 FIFA World Cup, which will be played in 16 cities across Canada, the U.S. and Mexico. In the U.S., those cities are Atlanta, Boston, Dallas, Houston, Kansas City, Los Angeles, Miami, New York City, Philadelphia, San Francisco and Seattle. The final match will be held July 19 at MetLife Stadium in East Rutherford, N.J. Fox is airing the games in English, while NBC-owned Telemundo has Spanish-language rights to the event.

Tom Fleming

“I’ve never had an event with this much activity this far out,” says Tom Fleming, SVP, advertising, Fox Television Stations. “Fox has stations in eight of the 11 markets where there are going to be venues in the U.S. Interest in the World Cup has been like nothing I have experienced.”

The Winter Olympics in Milano Cortino, Italy, kicks off Feb. 6 and runs through Feb. 22, with events being broadcast and streamed on NBC, Peacock and USA Network with CNBC providing some coverage. Telemundo again has exclusive Spanish-language rights.

Economic Uncertainty Is an Ongoing Concern

Still, ongoing economic uncertainty, created by tariffs, rising inflation and continued high interest rates could throw off overall predictions. 

This uncertainty is hitting the U.S. automotive industry — typically TV’s top advertiser — particularly hard. TheWall Street Journal last Thursday reported that auto seller CarMax’s stock price plunged 25% after its quarterly earnings took a dive, noting that it was “the latest in a series of unsettling developments in an industry under strain from President Trump’s tariffs and carmakers’ recalibration of expensive electrification strategies.”

Auto makers and dealers aren’t the only industries under strain due to tariffs, with categories such as telecommunications, technology and restaurants facing pricing pressure as well.

Pharmaceutical Advertising Under Threat

Another question mark is federal and legislative action targeted at direct-to-consumer pharmaceutical ad spending. In 2024, pharmaceutical companies spent $10.1 billion on prescription drug advertising, with $5.15 billion of that going to TV. On Sept. 9, the White House sent memos to the Department of Health and Human Services and the Food and Drug Administration directing them to “ensure transparency and accuracy in direct-to-consumer prescription drug advertisements.” Banning pharmaceutical ads has been a key issue for HHS Secretary Robert F. Kennedy Jr. 

There are also several bills in Congress, mostly led by Independents and Democrats, that would prohibit or limit pharmaceutical companies’ spending on advertising. On June 12, Senators Bernie Sanders (I-Vt.) and Angus King (I-Maine) introduced the End Prescription Drug Ads Now Act, with Senators Chris Murphy (D-Conn.), Peter Welch (D-Vt.), Jeff Merkley (D-Ore.), and Dick Durbin (D-Ill.) joining as co-sponsors. If enacted, the bill would prohibit direct-to-consumer advertising on television, radio, print media, digital platforms and social media.

That said, alarm bells don’t seem to be ringing across the industry about the imminent end of prescription drug advertising. 

“There are a lot of lobbying efforts against any proposal that would eliminate or ban pharma ads,” Nielson says. “It’s hard to say in this political environment, but I don’t put much emphasis on it.”

“We are paying close attention to a potential pharma ban but in this climate, there are topics du jour that sometimes get moved on from,” says Fox’s Fleming. “Pharma is more of a network phenomenon, but it’s been a nice addition to the portfolio. There had been a lot of advertising around weight-loss drugs, but they’ve slowed down in local.” 

Meanwhile, professional and legal services continue to spend heavily on local television, including on growing CTV and OTT platforms.

“The local advertising market continues to be more robust than the national spot market, benefiting broadcasters with its community connections,” writes S&P Global Intelligence. “Although broadcast content, particularly live sports, remains attractive to advertisers, there is a noticeable shift of advertising budgets to connected TV, social media and other digital platforms, aligning with the audience’s move from linear to streaming services.”

System 21© might be local television’s best resource for generating new direct revenue for the year ahead, says Dr. Philip Jay LeNoble. Today, System 21 is being taught by Michael Guld of the Guld Resource Group who may be reached at 804-356-7006.

Advertising Will Boom in 2026, but Hollywood Is at Risk of Being Left Behind

 

Advertising Will Boom in 2026, but Hollywood Is at Risk of Being Left Behind

Geopolitical pressures and AI concerns still loom, but advertising is predicted to keep growing this year … though it's the tech giants that will reap the rewards.

2026 is shaping up to be just as disruptive as 2025 to the industry, as every sector of the advertising business grapples with this new reality. Or as WPP Media frames it, advertising is in an era of “creative destruction”:

“Within these aggregate figures, we see the forces of creative destruction at work: streaming video cannibalizing linear television, retail media capturing budget from legacy digital channels, AI-powered answer engines beginning to reshape search behavior, and creator-driven content continuing its displacement of professionally produced media,” the media buying firm wrote in its 2026 This Year Next Year report. “Each of these shifts resets the scoreboard, ranking losers whose models are disrupted and winners who capture the value being created. At least until the next disruption.”

Unfortunately for Hollywood, it is facing a double whammy.

While commerce media (think stoppable and retail-driven ads), social media and search continue their double-digit growth, and YouTube also continues to grow rapidly, television continues to collapse, with Madison & Wall projecting a 12 percent decline in Q3 for national TV and a 4 percent decline in local TV.

WPP Media, meanwhile, notes that “television advertising demonstrates remarkable stability in absolute terms, with total TV reaching $167.4 billion in 2025 (+0.6 percent) and $170.8 billion in 2026 (+2.1 percent).“However, this surface-level resilience obscures a fundamental shift in TV’s market position,” its report continues. “The channel’s share of global ad revenue declines from 15.8 percent in 2024 to 14.6 percent in 2025 and further to 13.9 percent in 2026, as advertiser budgets migrate toward performance-driven digital channels.”

In other words, even as streaming TV offsets some linear losses, the growth elsewhere in the ad ecosystem continues shrinking TV’s piece of the pie.

Worryingly, the report also notes that while streaming TV is still seeing 15 percent annual growth, it appears to be leveling out, suggesting a maturation in the major ad markets.

In the content sector overall, the only real growth lever has been digital media, driven by TikTok, YouTube and Meta. Meta, for example, revealed that its Reels shortform video product now has a $50 billion annual run rate, and it just launched a Reels app for TVs last month, suggesting that it has plenty of growth left to come … at the expense of other recipients of TV advertising, like Hollywood players.

Entertainment companies are responding by building out their programmatic efforts and finding ways to bring smaller advertisers into their ecosystem alongside the blue chip advertisers that have long sustained the TV business.

“Three critical questions remain for TV: whether streaming can sustain growth as subscription fatigue intensifies, whether sports rights economics remain viable for traditional broadcasters (or shift permanently to tech platforms operating under different monetization models) and whether TV ad sellers can successfully attract revenue from the small and mid-size advertisers that have driven growth for Google and Meta,” WPP Media wrote in its report.

2026 also brings with it other, more systemic risks, but even there TV is facing a greater threat than other sectors, with tech giants more nimble when it comes to pivoting a business or strategy. The tariff chaos of last spring has subsided, but the tariff threat has not fully dissipated, and Robert F. Kennedy Jr.’s long-promised war on pharmaceutical advertising could wallop the TV business if the worst-case scenario comes to fruition, though the devil will be in the details.

“Several headwinds are building at once,” Madison & Wall’s Brian Wieser writes. “Tariff policy remains unpredictable, making long-term planning harder for global brands. Sector-specific risks, such as potential changes to pharma advertising rules, add further uncertainty. The elimination of the de minimis exemption will likely dampen cross-border commerce flows and the associated ad spend. And geopolitical tension is shifting from tariff disputes to the prospect of broader regional conflict in Latin America. Together, these factors create a more challenging backdrop for the industry which we assess by looking at different scenarios for the economy in 2026 alongside our assumed probabilities of those scenarios occurring and the expected outcome for the advertising industry under each scenario.”

Everything Is Sales Enablement, and Sales Enablement Is Everything





 


Everything Is Sales Enablement, and Sales Enablement Is Everything

Inefficiency, ineffectiveness and indecision are sure signs your enablement strategy needs fixing

The numbers around B2B sales can be discouraging.

Average quota attainment for B2B organizations is less than 50%. (Salesforce research stated as much as 84% of sales reps missed their quota in 2024.)

Sales reps spend only about one-third of their time selling. The emergence of AI tools is helping increase reps’ time selling, but they still get bogged down in administrative grind.

The sales cycle remains lengthy. More than a quarter of reps (28%) cite a sales process that takes too long as the No. 1 reason prospects back out, according to Lead Forensics.

B2B sales are increasingly complex, with seven to 10 people having a role in purchase decisions.

Perhaps most daunting is the fact that buyers rarely identify themselves as ready to purchase until they are well beyond 50% complete with their research, and eight in 10 already have a top vendor identified.

Enablement = Increased Efficiency

It’s no wonder B2B selling requires an all-hands-on-deck mindset. Sales enablement, broadly defined as the process of providing sales teams with the proper content, training, technology and coaching to help them be more effective, is vital to today’s sales process. Enablement refers to every aspect of making a sale – from hiring and onboarding to lead generation, lead scoring, development and deployment of marketing content, and skills training in how to have productive, ongoing conversations with prospects.

Everything is enablement, and enablement is everything in today’s highly competitive environment.

Sellers’ inclination is to bring buyers into market on sellers’ timeline, but savvy selling teams understand that buyers call the shots and sellers need to have the right information when the right time strikes for the buyer.

“Today’s B2B buyers are informed, empowered and independent. They conduct the majority of their research on their own, long before speaking to a sales team,” states “The  State of Prospecting 2026” report from Sopro, provider of a B2B multi-channel prospecting and lead generation service.

Too often, salespeople abandon a prospect after reaching out three or four times and not getting a response. Kondo, a company that provides a tool for managing LinkedIn messages, reports that most B2B deals require five to 12 touchpoints, yet a staggering 48% of reps never make a second follow-up attempt.

“Buyers don’t go into market because they get a call from a business development rep, or even because they get a call from an AE. They go into market to buy something when their business has a need that they can put budget behind,” said Kerry Cunningham, head of research and thought leadership at 6Sense, a sales enablement platform provider.

Pillars of Modern Outreach

The old tenets of outreach can’t keep up, the Sopro report on prospecting states. “Modern outreach needs a new foundation – a connected system that joins every part of the process and mirrors how buyers want to engage, not how sellers want to sell.”

Sopro provides three pillars of modern outreach:

Coverage – Most outreach models miss up to 40% of the total addressable market (TAM). Proper coverage requires identifying every relevant company and all the people within them that influence buying decisions, then ensuring your outreach connects with them in the right way.

“Start with clean, accurate data, carefully curated and segmented by ideal customer profile and market,” the report states. Use that to plan outreach, determining who to reach when and with what message.

Relevance – AI tools allow for personalization of every communication. Act on signals that indicate a buyer is ready to engage, and tailor content to their unique business challenges. And address aspects that are pertinent to all members of a buying team. According to the Sopro report, research shows a deal is abandoned in 40%-60% of purchase attempts because the buyer group couldn’t align.

“Automation gets you in the room. A human keeps you there,” said Lynn Lester, senior vice president of events and marketing for The Drum, a global publisher for the marketing and media industries. “The second a brand sounds real, trust starts to build.”

Consistency – This gets back to not getting discouraged if you don’t hear back from a prospect after some initial outreach. It’s not about sending more messages, the Sopro report states. It’s about sending messages with intent and ensuring they are relevant to the recipient, so when they do start evaluating vendors, your name is already top of mind.

“The brands that win are the ones that show up with value over time, not just when they need the sale,” Lester said.

Follow the Buyer’s Journey

Creating and providing content that tracks the buyer’s journey improves the customer experience. Highspot’s “Definitive  Guide to Sales Enablement” identifies five stages of the customer journey to keep in mind:

  • Consideration – product information for comparison purposes
  • Awareness  Prospects are identifying the problem they need to solve
  • Purchase  Addressing informational needs of all members of a buying team
  • Retention – Helping maximize product deployment and RoI
  • Advocacy  Turning positive customer experiences into case studies

Allow each prospect to dictate what conversation you have with them. Rory Sadler, co-founder and CEO of Trumpet, which provides technology for B2B sales teams, is quoted in the Sopro report stating, “Buyers have never had more control over when conversations start, how they happen, and what they already know. Technology has flipped the dynamic, as buyers arrive informed and opinionated long before sales gets involved. The best vendors now focus less on selling and more on enabling, creating an environment where buyers feel confident, in control, and ready to move forward on their own terms.”

The success of a sales enablement strategy requires continuous measurement and complete alignment of sales goals with business objectives. It’s not just about more reps making quota – or coming closer to doing so. Yes, a high-performing sales enablement strategy will boost revenue, but it also increases reps’ efficiency, improves the customer experience and leads to greater job satisfaction and retention. It’s everybody’s job and it’s to everybody’s benefit.

Author

Your Leadership Impact



 Your Leadership Impact

Years ago, I was fortunate to coach my son’s baseball team through his high school years. Too often, parents hollered from the stands, “Don’t strike out!” I pictured the young player sensing the worst rather than feeling confident about his chances for a productive at bat. Imagine if these parents were encouraging him through positive talk: “You can do it!” or “I know you’ll get a hit.” This subtle difference can make all the difference in the psyche of a young athlete.

The same holds true in business. We have all heard the expression “words matter.” The use of language – words, tone and timing – shapes how the recipient of that message receives and responds. Great leaders know this and purposely choose words that get results.

The right selection of words can motivate, inspire, challenge, promote thinking, lead change, lower the temperature or set clear direction. The wrong words can discourage, demotivate and even create a culture of indifference. For example, “Just do what I say” stifles collaboration and reinforces a top-down style that does not encourage innovation. This is clearly not healthy for any company, especially if retention of talent and growth are the goals.

Winston Churchill once said, “We are masters of the unsaid words, but slaves of those we let slip out.” His point: Think before saying something that is unproductive. Pause. Learning the language of leadership takes knowhow, commitment and practice.

Let’s delve into a list of five phrases that you can use to raise the impact of your leadership. Your people will thank you – and your business will benefit.

1. Here’s Why

Two simple yet powerful words when combined. Running a business or leading groups requires a flow of decisions. Often, our people are not clear on the purpose of those decisions and the directions given to them. Leadership has evolved from the days of command and control – here is what you need to do and how – to providing the rationale and intent of that decision – the Why. In today’s environment, people expect to understand the perspective and rationale for decisions and direction. Doing so will garner greater buy-in toward the right action that leads to positive results.

2. How Do We…

This phrase shows positive intent (“How do”) and inclusivity (“we”). I encourage presenting problems and challenges with these opening words. Doing so will change how your people and teams view issues from the negative to a positive mindset – building the organizational culture you need. For example I suggest framing a common business challenge as: “How do we meet the client’s stated needs at the same time we keep profits steady?” or “How do we increase profits 10% this year while holding expenses steady?”

3. What Do You Think?

This simple phrase shows you value the person’s opinion, which is empowering (Keep in mind, this works if you trust the other person’s opinion and thought. If you don’t, this is simply a gratuitous phrase.). When you use this phrase, the person will leave feeling he or she made a difference – and that their voice matters. As we have learned from the study of employee satisfaction, engaging the opinion of the staff correlates to buy-in and motivation.

4. How Did You Do That?

Great companies embrace organizational learning. When an employee achieves a particular result, there is a reason for that outcome. Knowing what that person or team did specifically helps to reinforce those positive behaviors and actions. It also helps you carry forward that learning throughout the organization. Give the employee the opportunity to reflect on his or her positive actions and behaviors.

A variation of “How did you do that?” is “Here’s how…” This phrase is important to use with people taking a particular action that is new to them. Too often, the source of a person not doing what we expect is that he or she did not know the How.

5. Tell Me More

The highest form of active listening is asking follow-up questions or encouraging deeper dialogue. “Tell me more” or “Why did you do that?” is taking “How did you do that?” down a deeper path. We learn more by going deeper in our understanding, then skimming the surface. Peel back the layers to get to the root reason or actions that made a difference. Doing so builds organizational learning.

Abraham Lincoln said, “You can’t make people see what you don’t see, but you can make people see what you do see.” Lincoln was a master of using words to paint a picture and shape perspectives and influence understanding. He also worked hard to reduce the number of words to maximize impact. In just 272 words, he wrote and delivered the Gettysburg address. A key function of leadership is getting others to see your view through the effective use of words, which Lincoln did with great clarity.

All leaders have two functions in common: making decisions and communicating those decisions. Empowering people to make decisions when they are prepared to do so is a decision. Regardless of your level of leadership – executive, managerial and/or cross-functional – if we expect the best from people, then we need to communicate by choosing the right words and phrases – with the right tone – that gets the right response.

Although this article highlights five phrases, there are many more we can employ to shape the culture needed to move a company forward. For example, asking, “What does success look like?” helps to ensure alignment on the measurable end-result that you seek. Give these and other words and phrases a try. In short order you will see a difference in how your people respond, act and produce results.