Joseph Barber Lightfoot Quotes

You have to work very hard behind the scenes, to make a message clear enough for a lot of people to understand.

I've always operated under the notion that audiences don't always know when they're being lied to, but that they always know when they're being told the truth.

What convinces is conviction. Believe in the argument you're advancing. If you don't you're as good as dead. The other person will sense that something isn't there, and no chain of reasoning, no matter how logical or elegant or brilliant, will win your case for you.

Music and politics are in essence about communication. Without over-stretching the analogy I do feel a sense of rhythm is important in getting your message across.

Nobody has a magic lamp which can tell you in advance whether what you say will be effective in persuading an audience.

For me, until I know that the audience really gets what I'm trying to communicate I'm not done.

The truth isn't the truth until people believe you, and they can't believe you if they don't know what your saying, and they can't know what you've saying if they don't listen to you, and they won't listen to you if you're not interesting, and you won't be interesting until you say things imaginatively, originally, freshly.

What you say in defense of … ideas matters, and what people hear matters even more.

Whenever I have a message to get out I seem to find a way to get my message out.

The loudest voice in the room doesn't always work. In fact, it usually grates to the point - to the point that when you really need to be loud, nobody listens.

I want people to hear what I have to say, and I want to be able to get a lot of points across.

Communication and communication strategy is not just part of the game - it is the game.

I approach my interviews with the mindset of, exactly what are we selling? How can I sell it the hardest and the most effectively in the fewest words possible? And how can I make each word that I say mean as much as it possibly can? And I bring that perspective to the table because I used to focus a lot on the character that I had to play.

There are certain players, certain leaders where, genuine and authentic, their message is going to resonate different than a coach.

The best thing you can give as a leader is a reason to trust. People want to trust. They're hungry for it. But they're selective. They'll only give it to a motivator, a communicator, a teacher, a real person. Someone who in good times and bad always does the right thing.

How hard it is in some cases to be believed!' 'And how impossible in others!

Without credible communication, and a lot of it, the hearts and minds of others are never captured.

Anything that causes you to doubt, to raise either objections or just concerns about it - and they always put the information right at the bottom of the screen so you can't really read it - every time you see a company do that, the ad becomes less effective. The communication becomes less effective.

Eloquence dwells quite as much in the hearts of the hearers as on the lips of the orator.

You have to think not about what you mean but about what people hear.

Honesty is one part of eloquence. We persuade others by being in earnest ourselves.

I thoroughly believe that any man who's got anything worthwhile to say will be heard if he only says it often enough.

As I grow older I find that though I think I'm saying the same things as I always did, people listen to me more.

I always work on the theory that the audience will believe you best if you believe yourself.

If people don't want to listen to you, what makes you think they want to hear from your sweater?