The change must be a discrete, 0-to-1 shift - Deepstash

The change must be a discrete, 0-to-1 shift

Declare a discrete change—a 0-to-1 disruption—even if it feels like you’re exaggerating.

This works because your finality pries open audiences’ minds to the possibility that the rules of the game have changed in a fundamental, permanent way.



How do you know you’ve nailed this critical element of your story for sales, fundraising and leadership? 

  • You’re ready to replace traditional mission and vision statements with the change—and the future you commit to making real for your audience 
  • You can imagine that 90% of your content—CEO keynotes, content marketing, etc.—will be about the change and its impact. 
  • Audiences open up about how the change affects them, how it scares them, and how it presents new opportunities.


When you’re swimming in relevant changes, you have two choices: (1) choose the one that best meets the criteria above, or (2) craft a master change statement that captures all of them under one umbrella.


The hard part about flouting convention, of course, is doing so while simultaneously satisfying the previous criterion—making the case that the change has already happened in a way that sparks recognition.

In this sense, naming the change is an act of journalism. Great journalists look for developments that are new (and that create stakes for readers) yet demonstrably happening.


The change that starts your pitch cannot be a change that you are bringing about, that you want to bring about, or that you think should be brought about.

Rather, it is a change that has demonstrably already happened (or demonstrably happening and unstoppable). It is not the result of your company, product, or idea.


The change must give rise to stakes

The change must create new winners and losers. If it doesn’t, your audience is probably justified in preferring the status quo to whatever you’re pitching.


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You begin with a purpose. A purpose is the reason why your organization has begun a journey, guided by the deeply-held values and beliefs that inspire it to make a difference.

Your mission follows the path your organization sets to arrive at its destination: When someone asks you where you are going, they ask you how you are going to get there. Your mission is the how: the unique way you do what you do, the path you choose to follow, the decisions you make to get to your destination.

Vision is your destination, at a point in the near or distant future. It's your goal, and what you expect to find when you arrive at the destination. What can also be the specific product or service you sell. Your mission is your vision in action, connecting your purpose with your impact.

  • Purpose guides you. Your purpose statement articulates why you do what you do, why your organization exists, and why you serve a higher purpose (your cause).
  • Mission drives you. Your mission statement is how you accomplish your purpose; your mission is what drives you every day to fulfill your purpose. It's a direct path to your purpose and vision. Mission is doing what matters and eliminating the distractions; it unlocks the strategy that delivers results and impact.
  • Vision is where you aspire to be. Your vision statement is what you will achieve in the future, the results you want to reach for, the measurable impact you want to make. Your vision reminds you what the difference you make will look like, what change will happen. Vision aligns leaders and followers. It is an ongoing process of aligning your mission with your purpose. Vision keeps you on course, to fulfill your purpose.
  • Impact is what matters: What are the strategic goals that align with your purpose, and what are the measurable results of achieving your vision?



Treat Everyone with Respect

When you're building a team or company, you simply can't afford to lose great people. Treat them with respect and you're one step closer to keeping them on your team long-term.


Your values will affect your company culture

A company’s Vision and Mission define where your company is going. Values define how you get there - for example, "openness."

Defining your values becomes the foundation for your company culture, directing the decisions you make, and the people you hire.