James sat at his desk, staring at the email draft that would announce the biggest organisational shift his company had seen in years. A restructuring, new processes—change that was necessary but bound to meet resistance. He knew one thing for certain: sending a top-down directive wasn’t going to cut it. If he wanted this transition to succeed, he needed more than authority—he needed influence.

The problem? James had the persuasive skills of a damp sponge (his words). His team was full of sharp, ambitious people who could see through corporate fluff a mile away. So, instead of winging it and hoping for the best, he did something radical. He got help.

After a coaching session (hint: with yours truly), James ditched the jargon-filled speeches and started listening. Over the next few weeks, he scheduled informal one-on-one meetings with key team members—not to push an agenda, but to understand their concerns. What were they worried about? What opportunities did they see? Some were sceptical, some frustrated, and others cautiously optimistic. James didn’t dismiss their fears—he acknowledged them.

At the next all-hands meeting, he didn’t bore them with a deck of 47 slides and a “strategic roadmap.” Instead, he told a story. He painted a vision of what the company could become—not just for the shareholders but for the people in the room. He shared real examples of businesses that had navigated similar transitions, the struggles they faced, and the rewards that followed. Slowly, resistance turned into curiosity.

But persuasion isn’t a one-and-done event. James stuck with the plan. He reinforced the message in team meetings, celebrated small wins, and—most importantly—stayed transparent when challenges popped up. 

And the best part? It worked. The transition was smoother than anyone had anticipated. Instead of pushing people towards change, James pulled them in. By the time the restructuring was in full swing, his team wasn’t just complying—they were committed.

Now, he jokes that he should add "Master of Persuasion" to his LinkedIn bio. I say he should add "Had the Good Sense to Get a Coach." Either way, he learned that persuasion isn’t about fancy words or corporate posturing—it’s about trust, clarity, and a bit of well-placed storytelling.

James will tell you himself: investing in coaching was the best decision he made (well, that and finally upgrading his coffee machine). If you want to develop the kind of persuasion that gets results without resorting to corporate nonsense, let’s talk.