# Talk for Impact

> Leadership advisory for senior leaders in London, the UK and internationally. I help you align your intention with how your organisation interprets it.

Talk for Impact is the leadership advisory practice of Leonardo Zangrando, working with executives, C-suite leaders and senior directors in London, United Kingdom and Worldwide.

The people who carry out a leader's plan are working from their own interpretation of it. The work is aligning the two, so that strategy is executed as intended rather than chased after.

Every page below is also available as Markdown by appending its path with the .md output.

## CRAFT in Action
- [Not Some Algorithm of Me](https://talkforimpact.com/books/not-some-algorithm-of-me/): Ed Bastian's Emory address, and what happened when a leader's own words were mistaken for a machine's.
- [Divided Room, Full Alignment](https://talkforimpact.com/books/divided-room-full-alignment/): How King Charles held a divided room without ever claiming the authority to do it.

## How you are being read

## Library

## Q&A

## Special reports
- [You fixed how you say it. But the problem is somewhere else.](https://talkforimpact.com/reports/you-fixed-how-you-say-it/): What the leaders whose strategy succeeds do about the half of communication they can't control.

## The Work
- [CRAFT 91](https://talkforimpact.com/work/craft-91/): Thirteen weeks, three High Stakes Leadership Events, and an organisation that acts on what you meant.
- [The Landing Scan](https://talkforimpact.com/work/landing-scan/): A reading of what your organisation actually took from your last message, and what it did about it.
- [Inputs Before the Bend](https://talkforimpact.com/work/driving-experience/): A leadership session inside a sports-car driving experience, built on what the instructor sees when you take a corner.

## Writing
- [The room agreed. The building did not.](https://talkforimpact.com/writing/the-room-agreed-the-building-did/): Your team agreed. Then each of them went and had the same meeting again, one floor down.
- [Communication is two-way. But the split is not where you think.](https://talkforimpact.com/writing/communication-is-two-way-but-the/): You have one story where you took the whole of your side. That story shows where the line actually runs.
- [You fixed how you say it. But the problem is somewhere else.](https://talkforimpact.com/writing/you-fixed-how-you-say-it-but-the/): What the leaders whose strategy succeeds do about the half of communication they can’t control.
- [They understood you perfectly. That was only halfway.](https://talkforimpact.com/writing/they-understood-you-perfectly-that/): A layoff memo has readers who need opposite things. Each room reads its shape as a map of the leader’s attention.
- [You stopped talking. They kept reading.](https://talkforimpact.com/writing/you-stopped-talking-they-kept-reading/): The new Fed Chair announced that the world’s most watched institution will say less, and the market read him anyway. What happened next is the part every leader should sit with.
- [You finally get the room to yourself. Watch what you protect.](https://talkforimpact.com/writing/you-finally-get-the-room-to-yourself/): At the opening of his own presidential centre, Barack Obama had complete control over how the story would be told, and chose not to point at himself to prove it.
- [The asset that exits isn't the best one. It's the one the buyer understands.](https://talkforimpact.com/writing/the-asset-that-exits-isnt-the-best/): McKinsey counts 16,000 companies stuck in the exit backlog. Quality is not the only thing keeping them there.
- [You fixed the message. But it was too late.](https://talkforimpact.com/writing/you-fixed-the-message-but-it-was/): Meta’s CTO admitted an “atrocious” job explaining the AI reorg, and promised to explain better. By then the reorg had already spoken.
- [Thirty years. Forty-five minutes. Ten million pounds.](https://talkforimpact.com/writing/thirty-years-forty-five-minutes-ten/): The gap between what a buyer sees in the management presentation and what your business is worth is not in the numbers.
- [When the room has already decided](https://talkforimpact.com/writing/when-the-room-has-already-decided/): You prepared the message. Nobody prepared the room.
- [What the clone actually sent](https://talkforimpact.com/writing/what-the-clone-actually-sent/): Zuck is building a clone of himself to meet one on one with his employees. What travels with it tells you more about leadership than about AI.
- [Mindset is a polite word for something harder](https://talkforimpact.com/writing/mindset-is-a-polite-word-for-something/): Leaders name it. Researchers confirm it. Nobody seems to notice what it actually describes.
- [Not some algorithm of me](https://talkforimpact.com/writing/not-some-algorithm-of-me/): Ed Bastian already had the answer. He just didn’t apply it to himself.
- [The founder is still in the room](https://talkforimpact.com/writing/the-founder-is-still-in-the-room/): Honouring a predecessor is straightforward. Knowing which moments belong to you is the harder call.
- [He could have said it. He chose not to.](https://talkforimpact.com/writing/he-could-have-said-it-he-chose-not/): Choosing what not to say is the harder discipline. And it is always a choice.
- [He couldn't say it. He said it anyway.](https://talkforimpact.com/writing/he-couldnt-say-it-he-said-it-anyway/): The leaders who land messages under constraint don't say less. They design more precisely.
- [Your strategy isn’t failing. Your meaning is drifting.](https://talkforimpact.com/writing/your-strategy-isnt-failing-your-meaning/): Most leaders fix the message. The problem is what happens to it after it leaves them.