JASON JOHNSON | BLOG

Numbers only matter when people understand and feel them. Data alone doesn’t persuade—meaning does. A practical application is to translate statistics into relatable comparisons, stories, or human-scale examples so audiences grasp why the numbers matter and what action they should inspire. 

People make decisions using predictable psychological shortcuts, especially in situations of uncertainty or limited time. Persuasion is often less about logic and more about understanding the subconscious forces that guide behavior. Build trust, provide value first, and frame requests in ways that align with how people naturally decide.

People often resist change even when it seems clearly beneficial. The biggest obstacle to progress isn’t a lack of motivation, but the hidden friction—emotional, cognitive, and practical barriers—that keeps people stuck. Successful change happens not by pushing harder, but by identifying and removing the resistance that makes change feel difficult or threatening.

Persuasion often fails not because people don’t see the benefits of change, but because they feel friction and resistance holding them in place. Focus less on pushing harder and more on removing barriers—identify what’s making change feel risky, difficult, or uncomfortable, and reduce that friction step by step. By addressing obstacles instead of arguing benefits, you make change feel easier and more natural, which ultimately moves people to act.

Small shifts in language can create outsized changes in how people think, feel, and act - words don’t just communicate ideas, they actively shape decisions. Use statements that appeal to the “desired identity” of your audience - to be a certain type of person - more than simply duty, responsibility or obligation. By being intentional about wording you can dramatically increase the impact of what you say without changing the message itself.

Effective negotiation is about emotional intelligence, not compromise. Understanding feelings and building trust matters more than logic alone. Use tactical empathy—labeling emotions and asking calibrated questions—to guide conversations toward outcomes without forcing agreement or giving up leverage.

Selling is no longer about persuasion tricks—it’s about helping others move toward better decisions. Everyone sells, whether they realize it or not. Replace traditional pitching with problem-finding: ask better questions, listen deeply, and frame ideas in ways that align with what others already care about.