Exactly What to Say

Picture this: You're sitting across from a potential client, your heart racing as you watch them hesitate. You know your product could transform their business, but somehow, the words just aren't coming together. The conversation stalls, they ask for time to "think about it," and you walk away knowing you've lost another opportunity. Sound familiar?

The difference between those who consistently get what they want and those who struggle isn't talent, luck, or even hard work alone—it's knowing exactly what to say and when to say it. The right words, delivered at the right moment, have the power to shift entire conversations, open doors, and create opportunities that seemed impossible just moments before. These aren't manipulation tactics or tricks, but rather strategic communication tools that speak directly to how the human brain processes decisions and responds to influence.

Understanding why certain words work requires diving into the fascinating world of how our minds actually make decisions. Every choice we make happens in two distinct phases: first in our imagination, then in reality. This isn't just a philosophical concept—it's a literal neurological process that governs every human interaction.

The subconscious mind operates like a sophisticated computer with only two outputs: yes or no. It never lands on "maybe" because it's designed for quick, decisive action. When you understand this fundamental truth, you realize that certain phrases can bypass the analytical, overthinking part of the brain and speak directly to this decision-making center. Magic Words are precisely these linguistic triggers that communicate straight to the subconscious.

Consider the phrase "I'm not sure if it's for you, but..." This seemingly innocent opener creates a fascinating psychological response. By suggesting someone might not be interested, you actually increase their curiosity. The brain hears "no pressure," which paradoxically makes people more open to listening. The word "but" at the end negates everything that came before it, so what people actually process is "you might want to look at this."

When you master these psychological principles, conversations become less about convincing and more about guiding. You're not forcing decisions—you're creating the optimal conditions for people to make the choices that serve them best. The magic lies in understanding that influence isn't about overpowering someone's will, but about speaking their brain's native language.

Confidence in communication often comes from having the right tools at the right moment. When you know exactly what to say, that nervous energy transforms into purposeful action. One of the most powerful confidence-building phrases leverages something nearly everyone believes about themselves: being open-minded.

Ask any room of people whether they consider themselves open-minded, and over ninety percent will raise their hands. This creates an incredible opportunity for strategic communication. When you begin a request with "How open-minded are you about..." you're not really asking a question—you're creating a pathway for agreement. The alternative to being open-minded is being closed-minded, and nobody wants to wear that label.

A young professional named Sarah discovered this principle when struggling to get her innovative marketing ideas heard by senior management. Instead of launching into lengthy presentations that were often dismissed, she began her proposals with "How open-minded would you be about trying a completely different approach to our next campaign?" The response was immediate and dramatic. Executives who had previously brushed off her suggestions suddenly leaned in with genuine interest.

The key to building confidence through strategic phrasing lies in understanding that you're not being manipulative—you're being helpful. You're removing unnecessary barriers and making it easier for people to say yes to things that benefit them. When you approach conversations with this service mindset, armed with the right phrases, your confidence naturally increases because you know you're facilitating positive outcomes for everyone involved.

Objections are inevitable, but they don't have to be conversation-killers. The secret lies in understanding what objections really represent: a shift in conversational control. The moment someone raises an objection, they seize power, and you become obligated to respond to their agenda rather than pursuing your own.

The most effective way to handle objections is not to argue against them, but to question the foundation upon which they're built. When someone says "I don't have the budget for this," or "It's not the right time," they're often repeating assumptions rather than stating facts. The phrase "What makes you say that?" is remarkably powerful because it forces people to examine and explain their position.

During a crucial sales presentation, marketing consultant David faced a prospect who insisted they couldn't afford his services. Instead of launching into justifications about value and ROI, David simply asked, "What makes you say that?" The prospect paused, then admitted they'd never actually looked at their training budget for the quarter. This honest question opened up a completely different conversation about priorities and resource allocation.

Remember that the person asking questions maintains control of the conversation. When you treat every objection as simply a question that needs clarification, you immediately regain that control. You're not being confrontational—you're being curious. This approach allows you to understand the real issues at play rather than battling surface-level resistance that may not even be the core concern.

Getting people excited about possibilities is one thing; getting them to take action is another entirely. The bridge between interest and action is often built with words that create clear, logical next steps while maintaining the emotional momentum you've generated.

The phrase "What happens next is..." serves as a powerful transition from discussion to decision. Instead of asking people what they'd like to do—which invites hesitation and delay—you simply tell them what the logical next step looks like. This approach guides people through the decision-making process without making them feel pressured or manipulated.

Jennifer, a real estate agent, struggled with clients who loved properties but couldn't seem to commit to making offers. She transformed her closing technique by replacing "What would you like to do?" with "What happens next is we'll sit down and structure an offer that protects your interests while positioning you as a serious buyer. For the paperwork, what's the best address to use?" This subtle shift in language increased her closing rate by forty percent because it made the next step feel natural and inevitable.

The key is to make the transition feel seamless and logical. People want to be led through complex processes, especially when they're excited about the potential outcome. When you provide clear direction with confident language, you're actually providing a service. You're taking the burden of decision-making off their shoulders and replacing it with a clear pathway to getting what they want.

True influence comes from understanding that people make decisions based on emotion first, then justify those decisions with logic. The most powerful influencers know how to speak to both the heart and the head, creating compelling reasons for action that feel right and make sense.

The phrase "Just imagine..." is particularly potent because it activates the visual processing center of the brain. When people can see themselves experiencing the benefits of your idea, belief in its possibility skyrockets. This isn't manipulation—it's helping people connect with their own desires and aspirations in vivid, tangible ways.

Consider how this plays out in real-world scenarios. When career coach Michael worked with professionals seeking advancement, he discovered that logical arguments about skill development rarely motivated action. But when he said, "Just imagine walking into your boss's office six months from now with a track record of measurable achievements and asking for that promotion with complete confidence," people immediately connected with that vision. The emotional pull of seeing themselves succeed created the motivation needed for consistent action.

The mastery of influential speaking comes from understanding that you're not imposing your will on others—you're helping them connect with their own deepest motivations. When you combine emotionally compelling language with clear, logical next steps, you create irresistible momentum toward positive change. This is influence at its finest: creating win-win outcomes through masterful communication.

The art of persuasive communication isn't about manipulation or clever tricks—it's about understanding how the human brain processes information and makes decisions. When you speak the language of the subconscious mind, conversations flow more naturally, resistance decreases, and positive outcomes become the norm rather than the exception.

As the author reminds us, "Everything you have learned in this book is simple, is easy to do and, better still, works. It just works with most of the people most of the time." The compound effect of these subtle changes in language—the ability to know exactly what to say and when to say it—can transform you from someone who merely counts conversations to someone who makes every conversation count. Your success in life and career often comes down to these moments of connection and influence.

Start today by choosing just one or two of these powerful phrases and incorporating them into your daily conversations. Practice them until they feel natural, then gradually expand your repertoire. The confidence and results that follow will fuel your motivation to master even more of these communication tools, creating an upward spiral of influence and achievement that serves both you and everyone you interact with.