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Why do some ideas thrive and others die on the vine? As leaders, we often struggle to understand why our ideas and initiatives aren’t fully embraced within our organizations. We provide all the data, cover all the details, put together a dynamite PowerPoint presentation and remind everyone how important this project is to the company. And yet, people don’t buy into the message.

This is a common issue in the workplace. The problem isn’t a bad idea or employee apathy. Rather, the challenge lies in a leader’s ability to make the message meaningful to his or her audience. That is the fundamental principle outlined by brothers Chip and Dan Heath in their book “Made to Stick.” They define sticky ideas as ones “that are understood and remembered, and have a lasting impact – they change your audience’s opinions or behavior.”

Isn’t this what leaders strive for when communicating priorities?

The Heath brothers set out to find the common theme among stories that have survived the test of time, such as the parable of the boiled frog. Their research points to six principles of sticky ideas:

Simple. What is your core message? At Southwest Airlines, the goal is to be THE low-cost airline. Is there any doubt about what drives the company’s actions?

Unexpected. What is the “so what” factor of your message? Your idea must break out of the pattern of expectancy to be heard. In 1961, when President Kennedy issued the challenge to put a man on the moon and return him safely, it broke the pattern of expectancy.

Concrete. Is the desired outcome specific and clear? Mission statements, goals and strategies are often so vague, they are meaningless. New initiatives are not the place for abstract concepts if you want people to rally around them.

Credible. All ideas have to come with a modicum of credibility. To build your case for action, don’t default to data such as “90 percent of customers are satisfied …” Instead, bring the customers to your employees and let them tell their own story. That screams credibility.

Emotional. People care about people, not numbers. To get people to care for an idea, we must get them to “feel” something. Without an emotional connection, people will not be truly vested in the outcome.

Stories. When you tell a story, you drive action through simulation (what to do) and inspiration (the motivation to do it). Books and movies draw the audience in through emotional means, and a well-crafted story does the same thing. Stories also act as great multipliers, being told and retold time and time again.

As you prepare to announce your next big initiative, consider these principles to determine how best to share the message with your team. If you commit to them, you might be pleasantly surprised by how many people really seem to be catching on to the new strategy.

Wade Steenhoek is the owner and executive director of Iowa Leadership Academy.