Though he is one of the most learned scholars of one of the most complex of all the world's philosophies, the Dalai Lama is sure not only to present his cause in a clear, simple-to-understand vision, but he also goes to great lengths to show how the cause relates to us all.

The most gripping stories are those concerning identity—who we are, where we've come from, and where we are g o i n g . They tap into something common to all people. The Dalai Lama tells us that to be concerned with the Tibetan people is to be concerned with yourself. "The more we care for the happiness of others," he says, "the greater our own sense of well-being becomes." In this way, he shows how the basic concerns of all people—happiness based on contentment, appeasement of suffering, and the forging of meaningful relationships—can act as the foundation for universal ethics in today's w o r l d . Thus, he appeals to his cause by appealing to everyone's cause.

That doesn't mean your business, your resume, or whatever content you're trying to pitch has to actually be oversimplified or overly universal. But you should figure out how to spin your yarn in a fashion that a) is simple to understand, and b) everybody can relate to. Another w a y to think about this is to ask yourself, " H o w does my content help others answer w h o they are, where they are from, and where they are going?"

On some level, it's still baffling w h y anyone gives money to the Tibetan cause. For the Tibetan cause, arguably, is a lost one; after four decades, China still shows no signs of reversing itself.

And still, the Dalai Lama persuades people to donate their money and energy. How does he do it? One thing he does is use facts and historical examples within his stories to stoke our passions. He does not, as a businessperson might do with graphs and analysis, attempt to logically convince us of his position. He makes us feel his position. For example, check out this Q & A , from a 1 9 9 7 interview in Mother Jones:

Q: W h a t do you think it will take for China to change its policy toward Tibet?

Dalai Lama: It will take two things: first, a Chinese leadership that looks forward instead of b a c k w a r d , that looks toward integration with the world and cares about both wo r ld opinion and the will of [China's] own democracy movement; second, a group of world leaders that listens to the concerns of their own people with regard to Tibet, and speaks firmly to the Chinese about the urgent need of working out a solution based on truth and justice. We do not have these two things today, and so the process of bringing peace to Tibet is stalled. But we must not lose our trust in the power of truth. Everything is always changing in the w o r l d . Look at South Africa, the former Soviet Union, and the M i d d l e East. They still have many problems, setbacks as well as breakthroughs, but basically changes have happened that were considered unthinkable a decade ago.

What truly moves us as human beings, what prompts us into action, is emotion. Despite the odds, the Dalai Lama makes us believe that the seemingly impossible is, in fact, possible. In your own stories, use emotion to convince your doubters that underdogs sometimes win and Goliaths sometimes crumble.

Follow the example of this simple Buddhist monk who channels his charm and warmth into compelling stories that energize a diverse swath of people into action. In this new era of brands, in an economy that values emotions over numbers, storytellers will have the edge. As Michael Hattersley wrote in a Harvard Business Review article, "Too often, we make the mistake of thinking of business as a matter of pure rational calculation, something that in a few years computers will handle better than humans. One hears this in conference room and corridor: 'What do the numbers indicate?" Just give me the facts."Let's weigh the evidence and make the right decision.'And yet, truth to tell, few talents are more important to managerial success than knowing how to tell a good story."

So forget bullet points and slide shows. When you've figured out what your content is, tell an inspiring story that will propel your friends and associates into action with spirit and fearlessness, motivated and mobilized by your simple but profound storytelling.

23. Build Your Brand

As a marketing professional, I'm keenly aware that perception drives reality and that we are all, in some sense, brands. I know how all my choices—what I wear, my conversational style, my hobbies—fashion a distinctive identity.

Image and identity have become increasingly important in our new economic order. With the digital sea swelling in sameness and overwhelmed in information, a powerful brand—built not on a product but on a personal message—has become a competitive advantage.

Your content will become the guiding star of your brand, helping to integrate all your connecting efforts around a uniform and powerful mission. Good personal brands do three highly significant things for your network of contacts: They provide a credible, distinctive, and trustworthy identity. They project a compelling message. They attract more and more people to you and your cause, as you'll stand out in an increasing cluttered world. As a result, you will find it easier than ever to win new friends and have more of a say in what you do and where you work.

If I were to say, "Swoosh," what comes to mind? I'd be shocked if most people didn't respond, "Nike." After exposing consumers to the Nike swoosh for two decades, and infusing the symbol with all the athletic grandeur we now associate with the symbol, the company has trained us to think "Nike" whenever we see that simple little symbol.

Powerful stuff, don't you think?

Within a network, your brand can do something similar. It establishes your worth. It takes your mission and content and broadcasts it to the world. It articulates what you have to offer, why you're unique, and gives a distinct reason for others to connect with you.

Branding guru and all-star business consultant Tom Peters instructs in his customary bravado to "create your own microequivalent of the Nike swoosh." He wants to bring Madison Avenue to your cubicle, holding out the branding success of Michael Jordan and Oprah Winfrey as a template for every Willy Lohman wanting to become Willy Gates.

How have we gone from pitching products to pitching ourselves?

Peters insists that we live in a "World Turned Upside Down." The conventions of the past are meaningless. Rules are irrelevant. The lines have blurred between new and old economy, Hollywood, huge corporations, and simply huge incorporated individuals.

It's what Peters calls the "white-collar revolution." A confluence of factors—including a streamlining of business processes, technology that replaces jobs, an increase in outsourcing to foreign countries, and an age of entrepreneurialism where more and more people see themselves as free agents—are combining in such a way that Peters predicts over 90 percent of all white-collar jobs will be radically different or won't exist at all in ten to fifteen years. He says, "You must think of your job, your department, your division as a self-contained'Inc.'You must do WOW projects."

In terms of branding, then, the bottom line for everyone comes down to a choice: to be distinct or extinct.

"I'm sick to death of hearing, 'I'd like to, but they won't let me,'" Peters preaches, hitting his iconoclastic stride. "Be the CEO of your own life. Raise hell. Let the chips fall where they may. It'll never be easier to change jobs than it is today." Yes! Yes! Yes!