How to Speak Better Than 99% of People (5 Frameworks)

**SPEAKER_1** (0:01)
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**Codie Sanchez** (0:30)
Have you ever noticed how some people open their mouths and the whole room goes quiet, while another person starts talking and you lose the room completely? Great ideas die every single day because you can't communicate well. Communication actually might be the highest ROI skill of all time. So today I'm going to break down five of the most effective communication frameworks, straight from some of the best speakers who have ever lived and then I use every day as a CEO. I think you're going to learn how to employ one of the greatest tools of all time, which is silence. I'm Codie Sanchez. This is the BigDeal Podcast. Let's go.
Okay. I want to start with what I call the simple map. So this framework is when a speaker tells you the structure of their argument before they launch into it. So think about it. Bad speakers, they make the audience work too hard. You bury the lead. You got to figure out where is this going? How's it going to take? Great speakers remove that anxiety. They give you a map.
One of the best examples is Steve Jobs at Stanford. Listen to this.

**Steve Jobs** (1:28)
Today, I want to tell you three stories from my life. That's it. No big deal.
Just three stories.

**Codie Sanchez** (1:35)
They say today, I want to tell you three stories from my life. That's it. Just three. So simple. He doesn't say a bunch of words. This is how you make 4,000 Stanford students regret graduating.
So then he labels each one. In the video, he says, the first story is about connecting dots. So the audience, they know where you are. Now, we're going to steal this one, where he says, my second story is about love and loss.
My third story is about death.
That's the whole speech. So a great example of, do you see how the simple map framework works? Because it pulls all the dots together. The problem is if you don't do this, if you don't map it, they'll either make up their own map that's confused or stop listening. So how do you do this? Before you communicate anything, I want you to finish the sentence. In the next few minutes, I'm going to show you X number of Y. For example, today I'm going to show you how to find a business, know if it's actually profitable, and how to avoid buying yourself a full-time job. That's a map. If you don't do this, your audience is basically having a headache trying to figure you out. Like Guy Kiyosaki, an early Apple employee, his entire job was to convince developers to build software for the map.
And he would use 10 to 20 to 30 rules for pitching slide decks. 10 slides, 20 minutes long, because he said, if I suck, at least you know how long I'm going to suck. So two of his three rules were about giving his audience their map. So I try to always remember, what is the map that I'm talking to? So if the first thing is the map, the second thing is going to be, how many times do you repeat? A lot of people think repetition is bad. But actually, saying the same thing a few times, because you want to enunciate the point, is different than because you ran out of ideas.
Your uncle who repeats himself nonstop in the story about his kids' football game back in the day, not great. But Martin Luther King Jr's, I Have a Dream speech, listen for how many times he says, I have a dream. It's the anchor and he's visualizing it with you. Listen to this part.

**Martin Luther King Jr.** (3:43)
I have a dream that one day even the state of Mississippi, a state sweltering with the heat of injustice, will be transformed into an oasis of freedom and justice. I have a dream.

**Codie Sanchez** (3:58)
You know, I have a dream that one day, even in the state of Mississippi, I have a dream that one day, even in the hills of Georgia. So you're visualizing all the places, the most symbolic places in the fights for civil rights, that this dream will live. And then he ups the stakes. I have a dream that my four little children, now it's personal, not just national. It doesn't feel repetitive, does it? It feels like this additional weight, this weightiness to it. And I think one of the biggest mistakes you may make when you communicate is if you say something once, you think the audience gets it. If you're in a boardroom, assume people are zoning out. They're checking on their phone under the table. If you're talking to your team, assume they've heard six other pitches this week. So the idea matters, but you have to repeat it in a way that's skilled. I like you to pick one phrase you want people to remember, and then move that phrase through different levels. Start with the idea, then make it visual, then raise the stakes, then make it personal.