We caught up with David Kean who is speaking at The Changemakers Conference Scotland on 29 October in Edinburgh.
In marketing, we’re often negotiating creative ideas, budgets, or strategic direction — what are the key behaviours that separate a productive high-stakes discussion from one that derails?
In short: storylistening. In a world obsessed with storytelling, very few people practice storylistening — the skill of staying curious even under pressure. When the stakes rise, most people default to defending their point of view. Productive conversations begin with genuine curiosity about what’s driving the other side — what they want to achieve and what they fear losing. It’s not just about asking questions and listening; it’s about making the other side feel truly heard.
What can marketers learn from hostage negotiation techniques about persuasion, listening, and influence?
The best negotiators know that persuasion doesn’t start with talking — it starts with regulating emotion, especially your own. In high-stakes moments, people don’t listen to logic until they feel safe and heard. Influence comes not from clever arguments, but from creating emotional connection and trust first. The real skill is to slow down, listen for what’s unsaid, and show that you’ve understood it — only then do people open to new ideas.
How can marketers balance authenticity and assertiveness in high-pressure conversations with clients or stakeholders who hold very different viewpoints?
Authenticity and assertiveness are not aggression — and connection is not agreement. You don’t have to change your point of view to cooperate; you don’t have to dominate to be heard. The strongest communicators stay grounded in their own perspective while genuinely acknowledging the other side’s intentions and differences. Curiosity, respect, and clarity let you hold your ground and influence without losing your credibility. That’s how you lead the conversation without losing yourself.
In an era of data-driven decision-making, how can emotional intelligence and human connection still play a decisive role in shaping outcomes?
If you make decisions for machines, you can let machines do it. But if you communicate, persuade, and do business with people, human connection is always the first and most important prerequisite. Successful communication isn’t measured by facts or slides — it’s measured by understanding intentions. You cannot persuade without connection, and you cannot influence without trust.
Tickets are still available at The Changemakers Scotland Conference on 29 October - book here.
The Speakers
