There I was, on the phone with an executive at Victorinox, the Swiss Army Knife company known around the world. The two of us were discussing a new product we developed for them in the hope they would add it to their line – the Swiss Army Whistle Knife.

I was confident of the uniqueness and utility of our product, but also a little nervous because our success hinged on that conversation. The executive was holding the whistle knife in his hands, and he seemed impressed that it fit perfectly with their line.

I could almost taste the champagne in the glass I expected to raise later that evening in a celebratory toast. Then, the negative questions and comments started to come.
“That whistle will hold germs in it,” the executive said. Then, he dropped another bombshell: “They (the family in Switzerland, according to him) have some concerns over the cleanliness factor.”

But I was ready for the challenge. A little incredulous, I told him the concerns about cleanliness didn’t make any sense. I reminded him that a toothpick, nail clippers and other assorted potentially unhygienic items were included on their survival knives!

I also pushed the negativity onto a third party, asking, “What do they mean?” That tactic helped him save face and prevented his ego from getting in the way. Then, I used language that united us as a team trying to overcome a shared challenge – that of the Chinese dumping “knock-off” imitation Swiss Army knives on the market..

“We need something unique to combat this problem,” I told him.

In so doing, I was “unifying my troops” and assuming we were together in our common mission right from the start. If they chose to back out of the concept, they would be allowing a weakness to remain in their company.

The executive saw the logic of my argument, and the Swiss Army Whistle Knife was born. Ten years later, it is still a successful product – all because I was able to communicate why I believe in it.

It is your ability to communicate that empowers your products. It’s vitally important that you identify and communicate – verbally, visually and in writing – what must be expressed to get others on board with what you’re trying to accomplish.

Why? Because you’re never going to get anything done in the world by yourself.

Whether you’re running an election campaign with thousands of volunteers, or presenting a new product to some executives at a corporation in the hope that they buy your technology – the life and death of your mission relies on your ability to communicate.

If a conversation with a corporate executive takes a downward turn and they start to give reasons why they don’t want to move forward with your product, you can be glad – that’s your first buying sign! Now, the challenge is back in your court to communicate why you believe in your product. It lives or dies on this moment.

If you’re not a good communicator, you should recognize that before you walk into a room and try to convince strong-minded people to get on board with you.

Here are some tips to keep in mind.

• You must be the expert in the room and know that you are, while keeping your ego in check
• You need to project a future they can see and believe in.
• You must back your talk with real world experience; in our case, working product samples.
• If challenged, you need to be prepared to communicate in a manner where you get your point across, without burning any bridges.

Remember -Your mission is to unite, excite and empower others to go where they haven’t gone before, be a part of something new and taste victory – and maybe a little champagne, as well!