Intuition might lead you to believe that our spoken words, our verbals, are of most influence when it comes to conveying our point of view; after all, our language reflects our upbringing, education, status, and intelligence. However, our verbals aren’t the most influential. Research tells us that through our own biases and filters, as well as our natural tendency to synthesize information into digestible, easy-to-understand pieces, only a small percent of our words hit their intended mark.

As a quick test of this theorem, think of the last presidential State of the Union address that you heard. Chances are that the rhetoric is well beyond memory, but a few headlines may remain.

Beyond words, the tone of our voice, our vocals, communicates a greater portion of our message. This refers to our volume and inflections. For example, sarcasm, a harsh or belittling tone, a raised voice, and warmth are all directly associated with the receiver’s interpretation of your message.

Just ask the recently scolded child if the words or the volume of the reprimand caught her attention!

Of most significance are our nonverbal indicators. Here, our body language—posture, “presence,” gestures, facial expressions, and eye contact—communicate a majority of what we are trying to say. The extension of your finger, the shaking of your head, or your dramatic pound on the desk sends a clear nonverbal signal to your audience about your emphasis or agreement—almost eight times more so than your words.

Richard Nixon experienced an example of ill-intentioned and unfortunate nonverbal communications. In a televised 1960 presidential debate, wilting under the stage’s bright lights, his public persona was significantly damaged as the national audience focused more upon his physical discomfort than the words he was trying to express.

What are the pragmatic implications of this when you’re discussing change management with your colleagues? Consistency of message!

Recognizing what may be the limitations of verbal capabilities, clearly outline the rationale for change—in a manner that creates the realization of new realities, reduces confusion and chaos, and welcomes exploration and new thinking. This explanation must be repeatedly delivered—day after day—and predicated upon honesty. It should outline the basis for action in a compelling manner that allows for realistic expectations about the future state of the organization.

In setting your vocal tone about the change agenda, you must demonstrate care and empathy in a manner that will be seen as a persuasive invitation to jump on, stay on, or lead the bandwagon. You don’t need flash and sizzle; you need logic. Deliver your words from the heart with a little fire and brimstone, in a JFK-like “ask not what your organization can do for you, but what you can do for your organization” manner, ultimately seeking individual participation, while instilling a sense of shared team pride.

In attempting to maximize the likelihood that “message sent” equals “message received,” be wary of your nonverbal behaviors. Stand tall, exude confidence, lean forward, and connect with your audience in all interactions. And if your introverted side tries to rise, counter it with practice. For, just as you would not go to a meeting, conduct a sales call, or make a major presentation without rehearsal, nor should you here.

When you communicate your thoughts and understanding of complex business challenges in a way that resonates with your listeners and ensures congruence of your words, tone, and nonverbal signals, you won’t need a second chance to make a first impression.