How much more meaningful would my meeting with the Chilean CTO have been if he talked to me about how the Internet was going to change my life? His discussion about how Asynchronous Transfer Mode works was meaningless to me because he didn't make the discussion about the technology relevant to anything in my life. Had he explained that la supercarretera de informacíon would change the way I research, communicate with colleagues, shop, and view content, I would have perked up.

Executives love to talk about their companies. Many can go on for hours describing their product lines, qualifications, and financial objectives. But here's the thing: No one really cares about a company or an issue except the people who are connected to it. Customers don't sympathize with logistical or operational challenges; they only care about what affects them. Most investors don't want to get into the nitty-gritty of a business—they just want returns. This is not selfish—this is the way humans think. Unfortunately, executive hubris sometimes gets in the way. People who should know better are more interested in showing off rather than communicating.

To explain anything to an audience, you first have to earn their attention. Hook them with an emotional plea, a good story, or a promise of a better future. Make sure you begin your presentation or document with issues that are relevant to them. We humans are naturally programmed to seek out meaning before we're able to pick up on finer details. Introducing a key idea up front is essential before piling on additional points.¹ If there isn't practical usefulness for what's being explained…bye-bye, it's time to check out. We listen to things that can affect our jobs, our health or our home life. To get an audience to care, find something that interests them, then link it back to the subject of discussion.