Why do stakeholders focus on the minutiea

Why do stakeholders focus on the minutiea

by | - Communicating complexity, - Communicating up, - Stakeholder management

Have you noticed how easy it is to spot the tiny errors in communication, particularly when it was prepared by someone else?

When our stakeholders read our paper, watch our presentation or lose the thread of our message when we speak, they focus on the things they can understand.

This is, I think, why feedback often doesn't help us much.

We are asked to improve things that are easy to fix but sit on the surface of our communication: our ability to write, prepare charts or to find ways to become more confident in front of the room when presenting.

Feedback around the substance comes in the form of generalities that are hard to pin down such as ‘be more strategic' and ‘focus less on the detail' without specific advice on how to do that.

The challenge is to work out how to communicate so you get fewer:

  • Clarification questions
  • Requests to meet and discuss
  • Requests to rework your presentation

My number 1 suggestion for combatting this is to spend more time than you think you need to in clarifying two things before you prepare your communication:

Your purpose: What do you want to achieve with this specific piece of communication?

Your audience: Who are they really and what information do they really need from you to get the outcome you seek?

These two areas are foundational in nailing your messaging so you get less of the wrong kind of feedback, deliver more value … and enjoy your work more.

One of our clients summed it up beautifully this week:

“The magic about storylines is that they don't often get noticed or stand out unless you've made a mistake and it is harder to make mistakes when you use them”

Have a great week, everyone,
Davina

PRESENTED BY DAVINA STANLEY

I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at www.clarityfirstprogram.com

 

(*) Numbers are based on 2023 client benchmarking results.

The power of ‘why’ in getting more done quickly

The power of ‘why’ in getting more done quickly

by | - Communicating complexity

This is what happened to Chad.

Chad is a software developer at a trading firm.

Although fluent, English is his second language and this makes him nervous about his communication abilities.

He has also had feedback that his communication can be too aggressive, which has heightened his anxiety.

However, when I meet with him I find a warm, engaging and enthusiastic person who does not seem the least bit aggressive.

So, what is going on here?

To illustrate, I will first outline the situation that led to a lengthy and frustrating email chain, then offer our before and after emails before offering two questions you can ask to avoid putting yourself in Chad’s position.

The situation that led to a lengthy and frustrating email chain

When Chad and I worked through an email chain between him and some overseas colleagues, the issue slowly became apparent.

His communication was polite and detailed.

But it missed one critical ingredient.

Instead of explaining why something needed to be done, he jumped straight into how the overseas colleagues needed to do it.

This, in turn, led to a ten-email chain debating the details of the task, with a heavy overtone of ‘do it yourself’ from the overseas team.

Let's have a deeper look at the issue by reviewing the original email and an alternative.

Our before and after emails

Even though the information is technical, I think you’ll see what I mean when I show you the original (sanitised) ‘so what’ message versus the revised one:

Original – We need your help to come up with the implementation that supports System A in filtering the symbols and foreignID.

Revised – Given our own ABC filtering mechanism leads to a configuration that is hard to maintain, we need your help to implement ‘System A’ in filtering the symbols and foreignID.

Interestingly, the rest of the email changed dramatically too. 

It no longer consisted of a list of reasons why the suggestions from the overseas team were wrong, it included a list of reasons why he needed their help.

On reflection, he decided that if he had drafted this email in the first place the whole chain of about 10 emails would have been avoided.

And the problem would have been fixed much sooner.

So, how to avoid this happening to you?

Two questions to ask to avoid putting yourself in Chad’s position

This experience raises an important issue for me that I hope will help you also.

Before ‘smashing out' your next email request ask yourself these two questions so you are sure about your audience's situation:

  1. Are we certain that the people we are asking to help us know why we need their help, not just how we want them to help?
  2. How much time would we get back each week if we routinely slowed down and stopped to think about our audience's situation before we hit send?

I hope that helps.

Have a wonderful week.
Davina

Keywords: strategy, emails, ESL

 

PRESENTED BY DAVINA STANLEY

I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at www.clarityfirstprogram.com

 

(*) Numbers are based on 2023 client benchmarking results.

Clarity and insight are not the same thing

Clarity and insight are not the same thing

by | - Communicating complexity, - Thinking skills, - Writing

This week in Clarity First we have been having lots of discussion about things that are both core to communication and on the fringe of it.

One big ‘aha' moment came during Thursday's Accelerator Workshop.

‘This isn't just about communication. It's about negotiation', said one new participant.

This was a magical penny drop.

The same penny drop occurred in three other corporate workshops I ran. 

To craft a clear message is a critical and useful thing to do.

To crafting an insightful message is not the same – and frankly harder to do.

It involves both doing and not doing a number of important things.

Crafting insightful messages requires you to do many things, including the following five:

  1. Be crystal clear about your value-adding purpose. This is where negotiation skills start to play a role.
  2. Understand your audience deeply. People skills, stakeholder management, business acumen as well as negotiation are key here.
  3. Summarise the right data accurately. Critical thinking plays a key role here
  4. Draw out useful insights. Ditto here, along with synthesis and again business acumen. Think carefully as to whether your message will hit the right notes at the time it is delivered.
  5. Tie all of those things together to craft one single, powerful, insightful message that packs a real punch.

All of this means avoiding, at a minimum, the following three things:

  1. Creating meaningless titles in Word and PowerPoint that look like this: Finance or Sales or Risks
  2. Blindly filling in templates without constructing an overarching narrative for the whole communication
  3. Holding back from sharing a point of view.

I hope that helps. Have a great week.

PRESENTED BY DAVINA STANLEY

I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at www.clarityfirstprogram.com

 

(*) Numbers are based on 2023 client benchmarking results.

A BIG week indeed …

A BIG week indeed …

by | - Case studies, - Communicating complexity, - Communicating up

You know your stuff.

You have been working on it for a long time.

You have been promoted.

But now you need to deal with more senior stakeholders and nobody seems to be able to articulate what they need from you.

And, in looking at your predecessor's communication you can tell it's not how you want to communicate.

But … how do you communicate to your new leaders?

So, what if you could go from here to:

  • Nailing two major approvals in one week (involving millions in funding)
  • Getting fast and consistent ‘yesses' from leaders
  • Being awarded for overall excellence in your role

But, enough from me. 

Cerise should tell her own story.

First, the email then the short video.

 

Learn how Cerise achieved this.

Learn more here

Hear from other program participants

HEAR FROM PROGRAM PARTICIPANTS

This post was prepared by Davina Stanley, founder of The Clarity First Program and author of The So What Strategy.

Davina has been helping experts communicate complex ideas since joining McKinsey as a communication specialist 20+ years ago. 

She helps experts clarify their thinking so they can prepare powerful and strategic communication in any format. It might mean preparing for a difficult meeting, getting ready for a project steering committee, putting forward a business case or writing a board paper.

She bases her approach on The Minto Pyramid PrincipleⓇ combined with other powerful techniques to help experts of all kinds globally strengthen their communication skills.

 

Shop Co Case Study

by | - Case studies, - Communicating complexity, - Communicating up, - Decision making, - Stakeholder management, - Writing

During these times of uncertainty clarity in your thinking and communication is vital.

This case study of a communication sent to customers during the COVID-19 pandemic offered an excellent way to illustrate the need for top down and bottom up thinking, a topic we have be discussing regularly of late here at Clarity First.

This rich case study encourages you to:

  1. Take more time to think about your strategy before you start
  2. Work top-down to build your story, testing bottom-up
  3. Anchor everything around a storyline

Click the play button below to learn more and here to download the handout and here for more program information and here for information for your manager.

This was the best course I have done. I was always confident in my reasoning but not as confident with presenting it, particularly to audiences that were not on my wavelength.

Davina has shown me how to organise my high level messages which gets me a better response from my audiences.

In fact, when I used the approach to present to the sales team last week half of them came up to me individually afterwards to compliment me on my presentation. That has never happened before!

Bojana

Customer Experience Advisor, Sydney, Australia

 

Clarity First was incredibly useful for me as it has provided a framework through which I am able to structure my initial thoughts quickly and easily.

I have always been OK at delivering communications, but the tools Davina has taught me will not only make the communications clearer and more concise but the time taken to get to the end point has reduced greatly.

I recommend the course to anyone who wants to make existing skills even better or for those that want to create the foundations for great communication.

Michaela Flanagan

GM Performance and Strategy, Insurance Industry

Keywords: ShopCo Case Study, workshop, free

Why you should ditch your corporate templates

Why you should ditch your corporate templates

by | - Board communication, - Communicating complexity, - Communication, - Writing

I had a wonderful session with a team of engineers from an energy company this week.

They told me they had done something risky and that it worked.

They ditched their corporate template​​ when preparing their business case and got a ‘fast yes'.

“We managed to have 6 people working on the business case at once. Everyone knew their part and how that fitted in to the overarching storyline.

“We had two years of supporting information that we were able to quickly sort through and synthesise.

We ended up writing and getting it approved within 2 weeks which was an amazing outcome.”

Charles, team leader

In the past they had thought they had no option but to fill in the sections within the business case template even though they hated it. It was frustrating to use as it caused them to repeat themselves while also including all sorts of irrelevant information.​​

The template was typical: it included a long list of ‘pots to throw ideas into', or categories they needed to fill in. You will be familiar with the sort of thing. It's useful for collecting ‘data' and making sure the team has thought of everything during their analytical process.

Background

Proposal

Goal Statement

Scope

Approach

Key Milestones / Deliverables

Enterprise Architecture (interfaces)

Constraints / issues

Dependencies

Financial consideration

Summary

Assumptions

Benefits

Non-financial benefits

Benefits management plan

Risks (3 types)

Change assessment (many types)

Next steps

Recommendation (at the very end …)

The template design created extra tension for them as they were caught between ‘filling it in' and a leadership team that wanted them to keep it short.

So, the team decided to do something different.

Here's what they did instead.

Step 1: Agreed the storyline structure. The team leader sat down with one other senior team member who was also advanced in their use of our techniques to think through the high-level storyline structure they needed to prepare.

They went back to first principles to think about what they needed to achieve and where their audience's ‘heads were at'. They then thought about what they needed to explain if they were to achieve what they believed they needed to with this presentation.

Although they then discussed some ideas around the messaging, they didn't fill in the structure. They just made a call as to which of our seven storyline patterns suited their situation the best.

Step 2: Brainstormed the messaging for each part of the storyline. They then called a team meeting to talk about preparing the paper for the business case. During this meeting they used the storyline as a framework for the discussion, which led to a brainstormed list of points to be discussed under each of the four key messages that supported their main point.

Step 3: Wrote it up. Four people took away one section each to write it up, which turned out to be fast and easy to do. Why? Because they all

  • Had a clear view of the overall story
  • Understood how their piece related to the whole, and so avoided overlapping with what their colleagues were to contribute
  • Were confident in the messages they needed to convey within their own area
  • Were able to tell the story in a logical, cohesive way that enabled them to support their single point of view without feeling as though they need to discuss topics that were not relevant to their story

Step 4: Finalised and presented the paper – and got a ‘fast yes' from the leadership team along with a series of compliments. Here are just two:

“I didn't even need to read the whole thing. The thinking was so clear and transparent at the top, I knew I could trust what you were saying.”

“This was super easy to read”

Interestingly, none of  the leaders complained that they had deviated from the corporate template.

The team was also pleased that the story flowed with what they felt was a ‘unified voice' even though different people had crafted different sections.

So, there you have it. 

A great real life example of where a business team thinks from first principles about ‘getting things done' rather than following procedure because it's the norm.

 

 

This article was prepared by Davina Stanley, founder of The Clarity First Program and author of The So What Strategy.

Davina has been helping experts communicate complex ideas for more than 20 years.

She began this work when a Communication specialist at McKinsey & Company and has since helped experts of all kinds strengthen their communication skills. 

Communicate your main message early

Communicate your main message early

by | - Communicating complexity, - Communication

 

Is it a bit bold to put your ‘main message' up front?

 

Some people tell me they think that putting their main message early in their communication feels a bit like ‘shouting'. Although I understand the concern, I would encourage you to look at this from a different perspective.

Possibly one that seems quite upside down.

All of our audiences – including ourselves – are very busy. Usually we think we are TOO busy. 

Outlining our message early in our communication is confident, but also incredibly helpful for our busy audiences.

This is one of our key approaches at Clarity First and one that our members find can have the biggest impact. Click here to get more ideas on how to master this approach in your own career.

 

 

 

 

 

Do facts change minds?

Do facts change minds?

by | - Communicating complexity, - Communicating up, - Stakeholder management, - Writing

Changing other peoples' minds is central to having influence in business, however in his new book Atomic Habits James Clear offers some new insight into this vexing challenge.

He starts by referring to two notable minds which point in the same direction:

J.K. Galbraith once wrote, “Faced with a choice between changing one's mind and proving there is no need to do so, almost everyone gets busy with the proof.”

So true.

Leo Tolstoy who was even bolder: “The most difficult subjects can be explained to the most slow-witted man if he has not formed any idea of them already; but the simplest thing cannot be made clear to the most intelligent man if he is firmly persuaded that he knows already, without a shadow of a doubt, what is laid before him.” I hunch women behave similarly!

So, if that is also true, how do we get any kind of progress in business?

We must frequently persuade people to change how they think about things and, even harder, get them to change their behaviour.

Here are six suggestions from James's new book to help in that regard:

Understand why we hold our tongues when we know something is not true. He claims we don't always believe things because they are correct, but rather because they make us look good to people we care about it. This speaks to the power of the reward we all get from belonging to a tribe.

Focus on friendship first, and facts second. Given this tribal nature, he suggests that people will hold onto false beliefs long and hard if that means they can sustain their membership of a group that matters to them. So, finding a way to engage people in a new idea, a new process or a new behaviour is best achieved when you have already built a relationship and when you can frame it in such a way that adds to rather than contradicts the beliefs of the community that people belong to.

Find areas of agreement and build on those. If someone you know, like and trust believes a radical idea you are more likely to give it merit. After all, if you like them already, there is a greater chance of liking their ideas. So, use this to your advantage. Find your . friends who also have strong relationships with the people who disagree with you, and engage them in your ideas first.

Where disagreement is likely, find a way to introduce the ideas without confrontation. Interestingly, James suggests providing people with something to read – he suggests a book, but in a business context a report or paper might do – rather than going first for a conversation. This provides people with an opportunity to absorb and reflect on the ideas in private so they can incorporate the information into their own view before having a potentially courageous conversation from scratch. In sum, warm them up gently.

Avoid giving people opportunities to complain about things they don't like. This gives them an opportunity to talk about – and reinforce – their dislike for an idea, giving it more airtime than it deserves. James calls this Clear's Law of Recurrence: the more often something gets mentioned (even in a negative way) the more it is embedded into the psyche of the speaker and the listener. After all, how much air time does Donald Trump get? Instead, spend your time championing good ideas so they get the airtime they deserve and the others fade away from lack of oxygen.

Be kind first and right later. Here he quotes the brilliant Japanese writer Haruki Murakami who once wrote, “Always remember that to argue, and win, is to break down the reality of the person you are arguing against. It is painful to lose your reality, so be kind, even if you are right.” Enough said.

Click here to read the full article. And, no, I don't get anything from James Clear for blogging about his article. I just like what he says and thought you might too.

Keywords: design your strategy, leadership communication, learning and development

 

Please note, this post contains Amazon affiliate links, and as an Amazon Associate I earn a small amount from qualifying purchases. This helps me cover the costs of delivering my free content to you.

PRESENTED BY DAVINA STANLEY

I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at www.clarityfirstprogram.com

 

(*) Numbers are based on 2023 client benchmarking results.

‘Pitch it in 10’, or Branson’s not interested

‘Pitch it in 10’, or Branson’s not interested

by | - Communicating complexity, - Communication

Now, that's uncompromising.

Ten words is not many, and yet this week a client told me they and a colleague had spent most of the weekend prior preparing a major presentation to their leadership that was summed up in just 10 powerful words.

Despite all the weekend work, which included six complete storyline rewrites and rather a lot of coffee, their core message ‘clicked' only 10 minutes before they were to present to the leadership. This was the message:

We must invest $X in ‘Slingslot' to win against ‘Goliath'.

We were all delighted with the simplicity and even more delighted with the impact.

There was no argument from the leadership team, despite the leaders expressing strong opposition to Slingshot in previous meetings.

However, in previous meetings the team had not articulated exactly why Slingshot was necessary. They said it had been staring them in the face all along, but they were so lost in the details they could not see it.

Unsurprisingly, having listened to 25,000 or more pitches, Richard Branson has a nose for what works and he says that if an entrepreneur can't pitch their idea in 10 words or less he's not investing.

At Clarity Thought Partners, we are a bit more generous than that: we think 25 is OK, but concur with much of what Branson has said about pitching business cases in his new book Finding My Virginity.

“The best ideas don't always need to have detailed financial projections and complicated business proposals behind them. Sometimes they come fully formed on the back of a beer mat… If it can't fit onto the back of an envelope, it's probably a bad idea. Keep it short, sharp and picture-perfect,” he said.

You may be surprised – stunned even – that that the idea for starting Virgin's Australian operations came about this way.

Brett Godfrey was the CFO of Virgin Express, a regional airline that served cities in Europe was living in England and had decided to move his family back to Australia. Before he left, Godfrey was on the phone with Branson and asked if he had a minute to pitch an idea. He meant 60 seconds, literally.

“Hold on, I've got the idea on the back of some beer mat,” Godfrey said. Branson heard papers ruffling in the background. Godfrey found the pitch. He had written it on the back of a coaster where he had placed a pint of beer.

Godrey pitched the idea of a low-cost airline in Australia. As the son of a Qantas employee, he knew the Australian aviation market. He had sat down with an airline expert over a beer and together they hatched the idea.

Branson was hooked and asked for a more detailed plan, which Godfrey delivered.

The numbers added up, Godfrey's vision was clear, and Branson gave him the green light. In that moment, Virgin Blue was born and launched with $10 million and just two jets. Today, renamed Virgin Australia Airlines, it's the second largest airline in Australia.

Although not an orthodox way to pitch, we have seen this done before.

Gerard recalls a ‘meeting' where he and a client were debriefing at the end of a workshop and talked through a pitch that the client had to make the next day by doodling a storyline onto a coaster. That pitch worked too.

If you would like to learn how to condense your pitch so you can identify the short, sharp statement that encapsulates your idea and then back it up with a compelling case take at look at our new book, The So What Strategy.

The book offers our seven favourite business storyline patterns, including one called The Pitch.

Click here to download a chapter describing the Action Jackson storyline pattern.

Keyword: pitching

 

PRESENTED BY DAVINA STANLEY

I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at www.clarityfirstprogram.com

 

(*) Numbers are based on 2023 client benchmarking results.

Is Andy Groves right? Is writing more important than reading?

Is Andy Groves right? Is writing more important than reading?

by | - Communicating complexity, - Communicating up, - Writing

Like many, I have been impressed by the discipline that Jeff Bezos has instilled at Amazon, where important decisions are made after thorough discussion of tightly crafted six-page narratives. Bezos has been quoted as saying that

Full sentences are harder to write. They have verbs. The paragraphs have topic sentences. There is no way to write a six-page, narratively structured memo and not have clear thinking.

He rightly points out that PowerPoint leaves room for gaps in our thinking. I would add that prose templates that ask executives to ‘colour in’ the sections rather than constructing a cohesive story are equally problematic.

I was, however, even more intrigued when I read how Andy Grove of Intel considers the exercise of writing ‘more of a medium of self-discipline than a way to communicate information.’

He went as far as saying that ‘writing the report is important; reading it often is not’.

That is a big statement, but he might be right. The clarity of thought – epiphanies, even – that come from crafting clear and concise communication can be golden.

The challenge, however, is to discern when to write to clarify our own thinking and when to communicate that thinking with others.

Here are three things to consider before you foist your next paper or pack on someone else:

  1. Does this piece of communication put forward a proposition that you can state in one clear sentence? As one company secretary from a large Australian energy retailer said to me this week, there is too much dissemination and not enough communication. The last thing that audiences need is more facts being disseminated without their relevance being articulated.
  2. Does this piece of communication lead toward a specific action or decision? If you are not clear about how your communication will lead you or your team closer to a specific business objective, hold off sharing it. Sharing at this stage will not only clog up other people’s inboxes, it will damage your brand.
  3. Is your communication crafted so clearly that your audience can get to the heart of your proposition within the first 1 minute? It doesn’t matter who you are communicating with, whether you are working in business, government, consulting, education or the not for profit sector. Every person in your audience is in a hurry. If they don’t ‘get’ what you are looking for quickly, they will at best ‘flag it for later’. Later can be a very long time away.

Keywords: critical thinking, leadership communication

 

PRESENTED BY DAVINA STANLEY

I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at www.clarityfirstprogram.com

 

(*) Numbers are based on 2023 client benchmarking results.

Getting email feedback ‘just right’ is essential (and easier than you think)

Getting email feedback ‘just right’ is essential (and easier than you think)

by | - Case studies, - Communicating complexity, - Leadership

It is easy to go to extremes when giving email feedback: either so harsh that your recipient is upset and is either so offended or angry they ignore your suggestions or so soft that they miss the point altogether.

This can be because we are either too cautious about upsetting someone and too aware of the limitations of the medium or because we are in a rush and don't realise the impact we are having.

A short article from Fast Company by Sara Marco of The Muse provides a simple formula for getting the balance right: not too hard but not too soft either: just right.

When providing feedback to your team members as they start to use storylines, Sara Marco's approach will work brilliantly.

It provides an opportunity to highlight what your team member has gotten right, and also what they can improve.

Without this level of consistent feedback, your teams are unlikely to stick with the approach and give you the results you need: less rework for you, more great ideas being approved by those higher up.

And, what I love even more about this article, it is written using a pretty solid grouping structure.

Click here to have a read and see what you think.

 

Separately, if you would like more ideas on writing better emails, you may enjoy my free course, 10 Minutes to Better Emails. Learn more here.

 Keywords: emails, leadership communication, leadership skills

PRESENTED BY DAVINA STANLEY

I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at www.clarityfirstprogram.com

 

(*) Numbers are based on 2023 client benchmarking results.

Bizarre but Beaut: Can structure actually stimulate creativity?

by | - Communicating complexity, - Communicating up, - Storyline Patterns, - Writing

When we think of creativity, it is easy to think of freedom, a lack of rules – even to the point of anarchy.

Creativity after all is all about finding new and different ways of doing things, whether through visual art or other forms.

And yet even artists like Picasso who found radical new ways to represent ideas visually tell us that we must first understand the rules to break them.

Wouldn’t it be a great paradox, though if we took this a step further to suggest that rules actually stimulated creativity?

When reading the weekend paper my husband spotted an article that proved this point.

An inner city couple living in a 130 metre warehouse apartment suddenly found themselves in a fix: they were about to have a child and yet did not want to move.

But … how could you raise a family in an apartment of such miniscule proportions?

No, let’s rephrase that: how could you enjoy raising a family in an apartment of such miniscule proportions?

Given their strong attachment to their apartment and their neighborhood the couple approached an architect to see what could be done. In doing so they came up with some ingenious solutions to everyday problems that they would not have identified had they decided to relocate to the burbs.

For example, by creating an under-floor storage space they created the best toy box I have ever heard of.

Imagine being able to lift a floor panel and sweep the toys all into the cavity before putting the lid back on. The pack-up would be fast and require no ugly plastic containers to line the walls of multi-purpose rooms.

I cannot imagine anybody coming up with this ingenious solution without the strict limitations of space that their 130-metre apartment provided.

So too do the limits imposed by structured thinking drive creativity in communication.

When introducing structured thinking to our clients it is not uncommon for people to rail against them.

Last week a client preparing a speech experienced just this.

She needed to persuade a new cohort of students to think – and behave – differently about the way they prepare for entering the workforce at the end of their MBA.

In working through the context, trigger, question structure at the start of her presentation we not only gave her steps to follow to create a functional speech, but also demonstrated how adhering to structure can radically change what you are going to say.

Her story went from something focused on what she wanted to achieve to something that would engage her audience.

Rather than asking “How can we get MBA students to use our services?”,  she changed the question to be “How can we inspire the MBA students to start building their personal brand closer to the start of their program than the end?”.

Naturally, the story that followed the second question was quite different than the first.

Click here to get some more ideas about how structure can help you radically change what you need to say – and help you get the elite results you want.

RELATED POSTS

PRESENTED BY DAVINA STANLEY

I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at www.clarityfirstprogram.com

 

(*) Numbers are based on 2023 client benchmarking results.

Ironically, writers need to educate readers about what ‘reader-focused’ means

Ironically, writers need to educate readers about what ‘reader-focused’ means

by | - Communicating complexity, - Minto Pyramid Principle, - Stakeholder management, - Writing

The Minto Pyramid Principle is a widely lauded approach for preparing clearer business reports.

Developed by a McKinsey & Company team led by Barbara Minto in the 1960s, ‘pyramid’ helps people use logic and structure to organise their ideas into a logical and coherent reader-focused argument.

At Clarity First we love this approach.

It enables us to think top down, draw out insights quickly and communicate complex ideas clearly.

However, despite much evidence from our own work and its popularity across consulting and business strategy teams in particular, very little formal research has been undertaken into its actual effectiveness.

Perhaps it was enough to say “It’s McKinsey: It’s good”.

However, Dr Louise Cornelis (another ex-McKinsey communication specialist) recently changed this when working with a series of Masters’ students at Groningen University in Holland.

She undertook a qualitative study to understand whether preparing a business report using a ‘top-down, reader-focused pyramid structure’ was actually helpful to the reader.

Dr Cornelis’ findings demonstrate some irony.

Writers and readers don’t always agree on what is ‘reader-focused’ unless the writer first educates the reader about what ‘reader-focused’ actually means.

Here is why that seems to be true.

#1 – Audiences are hard wired into their old habits

It seems that our readers are hard-wired into what they expect and can be confused by a new way of doing things unless it is explained to them.

In the case of business reports, many people are accustomed to receiving reports written with titles such as ‘Executive Summary’, ‘Background’, ‘Issues’ and a ‘Conclusion’ at the end and are quite lost when these are absent.

They can be confused by Pyramid reports that ignore these section titles, preferring to instead have customized titles that reflect the content of the report: a bit like newspaper headlines.

#2 – Consultants and others using the approach often forget to explain how their approach works

When, however, the approach is explained they not only like the Pyramid Principle approach much better, but can read the documents significantly more quickly.

Readers who were provided with a short description of the structure before reading the documents were able to grasp the main message from a document almost five times faster than those with no preparatory explanation.

Dr Cornelis found that people very much appreciated the Pyramid Principle report-writing approach but only when they understood what it was trying to do.

So the next time you have a good idea: remember to ensure your significant others understand the benefit, even when the idea is specifically for the them.

 

 

Keywords: design your strategy, develop your storyline, research

_________________________________________________________________

Louise Cornelis is a communication consultant based in Rotterdam. Louise specialises in helping her clients use structure and logic to communicate clearly, having learned her craft at McKinsey & Company and honed it by working with a wide range of clients since.

She particularly enjoys grappling with complex challenges that relate to helping others not only communicate clearly, but want to do so. The Clarity First team very much enjoys thinking about these challenges in collaboration with Louise.

RELATED POSTS

PRESENTED BY DAVINA STANLEY

I love what I do.

I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.

This involves 'nailing' the message that will quickly engage decision makers in the required outcome.

I leverage 25+ years' experience including

  • learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
  • being approved to teach the Pyramid Principle by Barbara Minto in 2009
  • helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
  • seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
  • watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue

My approach helps anyone who needs to engage senior leaders and Boards.

Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.

Learn more at www.clarityfirstprogram.com

 

(*) Numbers are based on 2023 client benchmarking results.