Making time work FOR us not AGAINST us

Making time work FOR us not AGAINST us

Do you always have too much to do?

It's not entirely surprising since our only finite resource, time, is at the heart of the challenge.

Unsurprisingly, this is a pretty constant topic when coaching people on their communication.

How do we find enough time to think through our communication? How do we know when to prioritise thinking through a particular piece … or when ‘smashing it out' is the right strategy?

It's also top of mind for me as I head off for a month away on Tuesday. Yes, a month.

So, today I wanted to focus on ‘time' and share some ways to help us all take advantage of it rather than be held hostage to it.

I'd like to suggest we can ‘hack' time to enhance our work and our life by harnessing two thinking modes.  This might be an odd idea, but let me give you the high-level first and then work through it in three parts.

  1. Two familiar thinking modes that we already use to allow time to do our work for us.
  2. Several modern writers offer ways for us to capitalise on the under-utilised ‘diffuse thinking' mode to enrich our work and life.
  3. So, with that background I'd like to share some of my own thinking on taking advantage of these two thinking modes in work and life


I'll now expand on each of these further.

Two familiar thinking modes that we already use to allow time to do our work for us. Let me introduce them both:

  1. Focused thinking, which is what we commonly imagine as ‘working'. This involves diving deeply into a task and as the name suggests, focusing on it. This is when we are actively reading, thinking, solving something specific. It can play out as time alone or time collaborating with others to complete a task.
  2. Diffused thinking, which I suggest most of us don't make nearly enough use of. This is the thinking that happens while we sleep, are out walking the dog, cooking dinner or perhaps in the shower. It's those non-focused times when our brain is processing in the background. It's also the times when breakthrough ideas often emerge. How often have you had the ‘aha' moment at a seemingly random point?


I first learned about these from Barbara Oakley in her Coursera course, Learning How to Learn. You may also find this free course enjoyable.

Several modern writers offer ways for us to capitalise on the under-utilised ‘diffuse thinking' mode to enrich our work and life.

Without necessarily using this language, they all seem to me to be taking advantage of diffuse thinking mode.  

Greg McKeown has written two excellent books on this subject. The subtitles for each sum up the key ideas:

  1. Effortless: Make it easier to do what matters most 
  2. Essentialism: The disciplined pursuit of less 

Cal Newport of Deep Work fame offers ideas to avoid distractions so we can focus properly when at work and switch off when not. There is overlap between his work and Greg McKeown's, but I have found both to be great reads.

Alex Soojung-Kim Pang takes the ideas further and discusses the increasingly popular shorter work week. Again, his title and subtitle are instructive: Shorter: how working less will revolutionise the way you get things done. 

His thesis is that if we focus harder during a shorter time period we are forced to change the way we work which he says is a good thing.  This will force us to become both more efficient and more effective. We will change the systems we use, the way we use our time and help us deliver more over all.

He reinforces the idea that the extra time off helps us be happier and healthier. The beauty is that our time away from the office allows our ideas to ‘marinate' while we aren't ‘working'.   

These are not the only people talking about these issues, but ones that I have read and enjoyed. All offer ways to rebalance their use of focused and diffused thinking in their lives.

So, with that background I'd like to share some of my own thinking on taking advantage of these two thinking modes in work and life.

Firstly, in work, particularly where problem solving and communication are involved.

Many of my clients leave thinking about their communication to the last minute. They want to finish their analysis first and then are understandably squeezed as the deadline looms. Or they don't have enough information about the communication context to start and so leave it until they have no choice but to begin.

As an alternative, I suggest this five step strategy to help us start thinking early so we can take advantage of these two thinking modes.

  1. Start the thinking early even if you don't write much until the paper is due. It may be that your ideas haven't fully formed yet. Getting started early will push you to start pondering about exactly what is needed, without making you work overly hard.
  2. Involve others in a quick conversation before you write anything. We call this a roadmapping session. Our goal is to think through the purpose and audience collaboratively so we can get our heads around the communication context.
  3. Follow with short bursts of focused activity to draft the one-page storyline. One Clarity First member sets 30 minutes at the start of the day to get as much as he can done for major papers. Then he leaves it until the next appointment he has made with himself. This way he makes progress, isn't stressed by the deadline and can allow the ideas to marinate in the background.
  4. Iterate around the one-pager until the messaging lands.  
  5. Finally, prepare your doc or deck.  


Secondly, in life. Now, this one is going to be different for everyone as demands on us and our life stages vary. I could be general here, but the authors I mentioned have offered good quality advice on the subject so I'll avoid that.

Instead, I'll explain why you won't be hearing from me for the coming few weeks. I'm taking July as a mix of holiday and sabbatical.

My husband and I are heading away for a month to celebrate our 30th wedding anniversary and to catch up with our 22 year old who has recently moved to New York.

We'll be taking the first couple of weeks away as a ‘proper vacation' and then using the second half of the break as a sabbatical. This will give us time and space to reimagine our life and work.

On my side, I'll be thinking about two things in particular:

  1. Progressing a project around ‘big picture thinking' and ‘synthesis'. A group of advanced Clarity First members and I have been working on practical tools to help people make the leap between summary and synthesis. Taking this to the next stage will require both focus and ‘marination'!
  2. Optimising the Clarity First strategy. The intensity of my workload during the covid period has not allowed for much of this kind of thinking and planning. I am very much looking forward to thinking more deeply about the way forward for the business. It has been an exciting couple of years as my online programs have become more interesting to clients. I want to capture the learnings and optimise the program further.
So, I often close with something like ‘more next week'.

Not this time!

I look forward to popping back into your inboxes in August.

Kind regards,
Davina




PS – If you are keen to further your learning over the coming month, you are welcome to take advantage other materials on our website. Here are some ideas:

Free course – How to Communicate with Impact. This four module course offers some foundational thinking about how to think differently about your communication. Learn more here.

Paid courseClarity First Express. This 11 module self-directed course covers the key ideas we offer during the Clarity First program. We offer you a discount code on completion that enables you to ‘upgrade' into the Clarity First program to receive help with putting the ideas into practice. Learn more here.

More than 100 posts on a large range of communication and leadership topics.  Click here to visit and use the search categories on the RHS to find posts that interest you. Learn more here.

 

 

Why thinking and writing don’t mix

Why thinking and writing don’t mix

I was reminded this week of why thinking and writing don't mix if you want to deliver impact at work.

It's great if you want to keep a journal, write a novel or perhaps some poetry.

But, bear with me.

I do believe writing helps us clarify our thinking.

But I also think writing to think inside a doc or a deck makes for poor business communication.

Communication quality is further reduced by socializing your document with others.


Let me offer three reasons why I believe ‘thinking' into a document leads to cluttered communication that takes far too long to deliver value.

Clarity of messaging is compromised as we seek useful input from others. In today's busy world, messaging must jump off the page the minute someone opens an email, paper or PowerPoint.

Asking stakeholders to review lengthy docs or decks leads to a mess of track changes that focus on the minutiae rather than the substance.

Quality of insight is hard to coalesce into a cohesive argument. If you draft your ideas inside an email, a doc or a deck you will naturally wander all over the place. Your thinking will evolve some here, some there as ideas form. The structure of your story and the quality of your messaging will wander likewise.

Velocity is nearly impossible. By velocity I mean the speed with which you can create your communication, with which your audience can digest it and then make a decision. When my clients skip using a one-page storyline they frequently see at least three problems. They see extensive rework, delayed decisions and lots of last minute scrambling to ‘fix' their docs and decks.

As one CEO said to me recently:

“We chose to introduce your storylining method as it offered a system we could replicate across the business.”
“Iterating 16 times around a Board paper just doesn't make business sense.”
Now I receive a stack of one-pagers and spend 15 minutes reviewing each one before offering substantive feedback to the team.”
“The team then uses this to finesse their messaging before they quickly prepare their documents.”
“Our Board and SLT papers have improved out of sight”.



Early Bird registrations for Clarity First close this coming Sunday, June 19th.

>> Click here to learn more.

I hope to see you there.

Warmly,
Davina

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

What to do with ‘pros and cons’?

What to do with ‘pros and cons’?

 I had a fabulous question this week: where do we fit ‘pros' and ‘cons' in our storyline?

That is a ‘ripper' of a question.

My answer is this: lists of pros and cons don't belong in your communication, they help you think through that message. 

Let me explain.

If we provide lists of pros and cons for an idea, we are providing information rather than insight. This matters, because in taking this approach we

  • Ask our audience to do the thinking work for us
  • Risk that they will misinterpret our analysis and draw unhelpful conclusions
  • Let ourselves down by not adding as much value as we could

If, instead, we do the thinking for our audience, we will deliver insights that emerge from our own analysis of the pros and cons list.

Although more intellectually challenging, this is better for us and our audience. We know more about the area than they do and we don't miss the opportunity to share our value add.

If your audience is explicitly asking for pros and cons lists, pop them in the appendix. Focus your main communication around your interpretation of that list.

Hopefully next time they won't ask for the list, but rather for your insights.

I hope that helps.

Kind regards,
Davina

Registrations Open:

Thinking Skills Workshop

May 27th

The leap from information is not magic: it's based on our explicit combination of top-down and bottom-up thinking skills to synthesise out a powerful message.

Learn these foundational skills for untangling complex ideas so you can move from delivering ‘information' to conveying insightful, high-quality messages that are easily understood.

Numbers are strictly limited to 30 participants. We have a terrific international cohort building. Hope to see you there.

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

How thinking skills underpin your ability to present with confidence

How thinking skills underpin your ability to present with confidence

This week I received two requests to help with presentation skills, one for a finance professional and one for a group of about 80 analysts.

In both cases presentation skills were not the main issue.

In my opinion, they were just ‘tip of the iceberg'.

The real problem lies in synthesising findings into a clear, insightful, outcome-oriented message.

Let me explain with a diagram and then the back story.

 

 

From what I could see, the issue that I was being asked to solve: ‘standing with confidence' and ‘projecting their voice', were the least of their problems.

In both cases, presenters lost confidence when they received the wrong kinds of questions that led to the wrong kinds of discussions … and slow or no decisions.

When messages are not well synthesised decision makers ask questions that help them understand the message. This often involves diving into minute detail as decision makers attempt to do the thinking work themselves.

I see this most when recommendations are buried among a long series of facts. It forces decision makers to connect the dots between the facts, which leads them to lose the thread. This in turn leads them to ask questions to clarify the message rather than discussing the issue.

Conversations become convoluted, at times feeling more like an interrogation than a discussion. They also rarely lead to a high-quality or fast decision.

This is frustrating for all concerned and why I prioritise thinking skills.

I teach you to connect the dots into a well-synthesised message, so your audience doesn't have to.

Later this month I will hold a Thinking Skills MasterClass to uncover the skills essential to synthesising powerful messages.

This will then help you receive the right kinds of questions … and enjoy greater confidence when presenting your ideas in any forum.

>> Learn more here

Kind regards,
Davina

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

INTERVIEW – Busting 3 Business Negotiation Myths

INTERVIEW – Busting 3 Business Negotiation Myths

I came to Friday's interview with Matt Lohmeyer a bit selfishly. Negotiating has often made me nervous and yet he seems to thrive while discussing and doing it.

So, I wanted to learn how he gets great outcomes while actually enjoying the process.

If I am to interpret Matt correctly, the ‘insight' is to explore ‘possibility’ and seek out ‘opportunity’ rather than be driven by the fear of being cornered by a win/lose proposition.

Here are three fear busters that I took away that I hope help you also.

  1. Deal with the hairy beasts first
  2. See popular techniques as tools rather than the main strategy
  3. Avoid saying no

Let me now give you some more detail about these before offering the video recording and two powerful and free tools from Matt.

1 – Deal with the hairy beasts first. By that, Matt suggests dealing with the most difficult issues of a negotiation first. He recommends agreeing the negotiation strategy at the beginning as a way to build rapport, rather than dealing with small items. An example might help.

At the beginning you might ask the other person (note, I am deliberate in not saying ‘the other side') to identify their biggest concern. You might even suggest that you think item X is going to be the most difficult thing to resolve.

This gives them an opportunity to agree or to indicate that item Y or Z is a bigger deal for them. Taking this approach offers many advantages. You

  • Enter into a collegiate discussion about the way forward that builds rapport
  • Gain insight into their situation
  • Work out quickly whether this negotiation will go far or not, so that you can avoid wasting time and resources if it is unresolvable
  • Hold onto valuable bargaining chips that could help you address the hairy beast rather than trading them away to solve lower level issues

2 – See popular techniques as tools rather than the primary strategy. Matt suggests that emphasising win-win solutions or splitting the difference results in mediocre outcomes. Why?

Because they leave you thinking small. They lead you to

  • Being adversarial which can put you back in the fear corner'
  • Trading items tit for tat around micro elements of the deal
  • Taking energy away from finding a really great outcome that neither party may have considered at the start of the discussion.

3 – Avoid saying no, and frame your response as a possible alternative. This doesn't mean NEVER saying no as Matt was quick to point out, but rather avoid saying it.

To give an example. Instead of saying ‘No, I can't have coffee with you tomorrow afternoon', say ‘I could have coffee with you at 9am tomorrow at a location near me'.

This then puts the onus back on the other person to decide whether they will make the extra effort to make that time and location work.

This is a simple example, but a powerful principle that empowers me by offering a constructive way out.

These are just some of the gems that Matt shared. You can visit the recording below as well as download two powerful resources he has for us all.

 

DOWNLOADS:

1. A diagnostic to help you calibrate your personal blend of preferred negotiation strategies with the norm group of over 2,500 other executives. How do you actually negotiate? To unlock this tool, you will need to use the password Mythbusters.

Click here to access >>

2. A generously detailed PDF full of negotiation strategies for you to employ – register below to receive access to Matt's eBook:

 

Kind Regards,

Davina

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

Is your paper really for ‘noting’?

Is your paper really for ‘noting’?

I had a terrific question from a client today that highlighted a common strategic challenge.

How do we use a storyline to create a ‘paper for noting’?

These are papers that aren't asking for a decision but truly updating our audience on a topic. For example, they might do one of these things:

  • confirm that something has been done
  • explain that something is ‘on track'


In this situation Adrian was concerned that he didn’t have a ‘so what’ (which is a tale for another day … what really IS a so what after all?).

Rather, he wanted his Board to be aware of a problem so they were ready to hear about his business case in a couple of months’ time.

So, what to do?

In this case Adrian decided to ask the Board to endorse his plan to prepare a business case to address the problem he was facing.

This strategy alerted the Board to the existence of the problem, demonstrated early that the team was taking action and provided clarity around the near-term steps the team would take to address it.

I hope that’s useful and look forward to sending more ideas through next week.

Kind regards,
Davina

Learn how to communicate complex ideas that cut through using our practical book. We share our seven favourite storyline patterns while also discussing two practical scenarios for each: one operational, one strategic.

Never be asked “So, what does that mean?” again.
Click here to learn more.

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

What to do when stakeholders disagree with you?

What to do when stakeholders disagree with you?

I was recently asked a wonderful question:

 

How do we communicate with a large group that includes stakeholders who disagree with us?

 

The client and I had a terrific discussion and I mapped the outcome as a decision tree to share with you all.

The tree offers a series of decision points that we must navigate if we are to deliver a story that gets the result we need.

In this particular case, the issue centred around around a common problem, which was how to handle ‘the story' when key stakeholders don't agree with it. Do we ….

  • Tell the same story regardless?

  • Edit the story to accommodate that person (or those people) only?

  • Ask someone else to present on our behalf?

  • Create a separate story that deals with the objector's specific concerns?

  • Scrap the story and start again?


There are lots of alternatives, each of which might suit a different situation but none of which suit all.


Hence, the decision tree. I hope you find it useful.

Cheers, Davina

 

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

How thinking skills underpin your ability to present with confidence

Ideas to help you minimise your meetings

Do you spend too much time in meetings … so much, that you find it hard to get anything done?

It seems to be a common problem.

In catching up with my reading this week I came across a McKinsey article with some great ideas for minimising meetings that I thought might interest you.

Two things stood out to me as being most useful: the Netflix case study and two new frameworks.

Netflix radically changed their information sharing meetings which was received particularly well by employees.

There are lots of useful tips, but the changes Netflix made in relation to information sharing meetings stood out to me as being very useful and possibly helpful to you.

It turns out that 85% of Netflix employees appreciated the changes which cut the number of meetings by 65%.

Two key shifts included:

  1. Converting most one-way, information sharing meetings into memos, emails, vlogs, etc so that people can access the material in their own time rather than be forced into hearing the information live.
  2. Insisting that all two-way information sharing sessions should become Q&A only. This meant that participants would be forced to read the pre-work and then arrive with questions rather than having everybody receive and question simultaneously.

The new frameworks re: meeting types and a decision making model were also interesting

The article discusses a couple of interesting frameworks that I also thought were interesting.

One concerns meeting types and the other offers an appealing new take on RACI, which they call DARE (Decide, Advise, Recommend, Execute).

The other provides a framework for classifying different meeting types and provides suggestions for how to manage them.

>> Click here to read the full article

I hope you find it as useful as I did.

Kind regards,
Davina

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

How to use structured communication techniques to develop a strategy (not just describe it)

How to use structured communication techniques to develop a strategy (not just describe it)

Two of this week's coaching sessions shone a very bright light on how storylining is about much more than ‘putting words on a page'. It's about surfacing the ideas that we want to convey.

So, this week I will focus on how you can use a storyline rather than how you build one.

Let me give you the high level story first and then explain by way of example.

  • As you may know, a storyline is a tool for mapping ideas, which can also be described as a ‘thinking machine'.
  • The thinking rules that make the ‘machine' work provide an opportunity to use storylines to develop our strategies not just describe them.

As you may know, a storyline is a tool for mapping your ideas, which can also be described as a thinking machine.

​​One of my old colleagues went so far as to call it an ‘insight engine'.

This is true if we understand the rules that hold our ideas together and use them to test whether the ideas on a page ‘fit'. If they don't, we can use the rules to work out what is wrong and to strengthen or replace the ‘misfit' ideas.

This both pushes and guides us so we think harder and communicate more impactfully because our ideas are more impactful.

In the classic sense, we can use storylines to prepare our communication so we engage our audiences better.

The thinking rules that make the ‘machine' work provide an opportunity to use storylines to develop our strategies, not just describe them. This can be particularly effective when we collaborate with our colleagues.

This is where this week's coaching comes in.

In both sessions we needed to prepare a story that the participants would deliver to their senior leadership in our final workshop together.

The stories needed to be practical and focus on live problems that were substantive enough to engage their leaders.

The challenge for these two groups was that they were not in the midst of a natural paper cycle, and so didn't have anything big enough to share.

Our solution was to use our storylining session to address a problem that they had not yet thought through fully and come up with a solution.

In one case the team developed a strategy for fine tuning their recent organisational transformation to agile ways of working. In the other, they did two things. They

  1. developed a new business case template that enabled them to use a storyline to convey their case in two pages rather than the eight that the previous template had required.
  2. pitched and gained approval for the new template from their Tribe lead and CEO in the final Wrap workshop

It worked a treat, so I wanted to explain how we used the storyline as a tool to help them work out what their strategy was, not just describe it.

It has a deeper purpose which you can take advantage of once you really lean into the storylining rules.

I hope that helps and look forward to sharing one more insight with you before I head away for our summer break closer to Christmas.

Kind regards,
Davina


PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

How to discuss risks with decision makers?

How to discuss risks with decision makers?

When talking about the risks in a recent Board paper with two SLT members, one of them said something very interesting.

The risks section SHOULD make us feel uncomfortable.

The CTO's view was that if we highlight the things that are keeping us up at night and can demonstrate how well we have thought them through they will trust us more.

I found this interesting as I at times see risks being discussed in a ‘tick a box' fashion or alternatively being played down to reduce political rather than practical risk.

Given his view was so clear and strong vs what I so often see, I wanted to unpack his reasoning to help you too …

If we do share what keeps us up at night three things will happen. We

  • can be confident that the leadership will trust us
  • will enjoy a much more robust discussion that leads to a better outcome for the business
  • might just sleep better

If, alternatively, we are ‘gilding the lily' by only discussing the positives, leaders won’t trust us – and neither they should.

In his words: if we play it safe we would let both them and ourselves down as it demonstrates that we

  • haven't thought our proposition through deeply enough to be taken seriously
  • aren't ready to handle the inevitable risks we will face in delivering on our commitments
  • lack the courage to lead

This was food for thought to me and will push me to focus more intently on how risks are articulated in communication I help my clients prepare.

What about you?

How openly do you discuss the risks as you see them when lying awake at night?

I hope that helps. More next week.

Kind regards,
Davina

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

How to correlate your effort with your end game

How to correlate your effort with your end game

Do you wonder how much effort to invest in different pieces of communication?

Do you prioritise according to …

  • who your audience is
  • the type of document it is (email, paper, PowerPoint?)
  • how much time you have to prepare it, or
  • the business impact it will generate?

Let's use two routine examples that emerged in my coaching work this week to think about this and refine how we think about each of them using a simple framework.

First, two routine examples to set the scene

Imagine you have two emails to prepare today:

Example 1: A 250 word email seeking leadership support. You need your five-person leadership team to agree to change the course of your project in light of complications caused by an unexpected technical glitch.

The change doesn't require any extra budget but does require your team to change their priorities which will lead to deprioritising another important project.

Example 2: A 150 word email to 3,000 staff. You have discovered a new security vulnerability in the latest Google Chrome release and need the whole organisation to manually update their browser immediately.

The steps that each of the 3,000 people need to take are simple but critical and you are aware that many of your employees are not ‘tech savvy' and may need explicit instructions to complete the update.

So, how do you decide how to proceed?

Next: a simple framework to help you prioritise your effort

By thinking about two important dimensions: impact and size of audience, we get to a different conclusion.

This allows us to correlate our effort and our end game by prioritising our effort according to a balance between the impact the communication will deliver and the risk of slowing the organisation down (or worse) if it goes wrong.

And … a counter-intuitive conclusion

Both of these examples need ‘proper' investment but using this approach we would pay more attention to the Google Chrome vulnerability email. Here's why:

Although the email to all staff seemed fairly simple, the risks and potential time loss were both higher than that for the leadership email.

If the staff email was poorly done, the cost to the organisation would have been substantial

  • The steps for updating the Chrome vulnerability were easy if you were ‘tech savvy', but could be time consuming if not. In the real situation it proved to be easy to convolute the steps confusing colleagues and leaving a real possibility that they would give up. Aggregate this over 3,000 people and the cost to the organisation of getting it wrong is pretty big.
  • The current risk of being hacked is also intense for this organisation, making the risk of not updating the browsers higher than normal.

If the leadership email was poorly done, the cost would have been less significant

  • The cost to the organisation of the ‘hourly rate' of these leaders taking time to ask questions to clarify the message is less than the potential time cost of the staff email
  • The risks to the organisation are minimal as no extra budget or skills were required and time lost could be caught up in other ways if the project needed to return to the original schedule
  • The project leader is likely to have other opportunities to put their case in the not too distant future should there be confusion stemming from the email

I hope that provides some food for thought this week and look forward to sharing more ideas with you next week.

Kind regards,
Davina

‘Pitch your boss' kit to help you this budget season
If you want your manager to invest in your development, you need to do your homework before you have the conversation. Your manager will want to know exactly why this is the right program for you and how it will help the team and the organisation. We have provided a brochure, a draft script and some steps to follow to help you prepare for your conversation. Clarity First opens again in September

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

Bonus Hacks …

Bonus Hacks …

I am loving this journey of becoming more intentional about how I spend my time so I can multiply my impact.

The conversations of the past weeks with my client Steve and newfound collaborator Richard Medcalf have been enlightening.

So much so that I wanted to share just a few more practical tips with you that have emerged this week in the hope that they may help you also.

#1 – Auditing my time was far more useful AND fun than just filling in a spreadsheet (thank goodness). Each time I made an entry I became much more conscious of my priorities and ways to spend less time doing what I was doing. Download here if you haven't tried it yet. I can thoroughly recommend the exercise (instructions inside).

#2 – Richard's idea of using prisons and fortresses in freeing up time is golden. I am experimenting with some ways to do this that I thought might help you also, as well as some organisation-wide tactics being employed by some of my clients.

First, my own two experiments:

My prison – Locking away 90 minutes late in the day each Friday to do the admin stuff. No more checking who has paid us first thing every day, working out which invoices to chase or edit, or tidying up loose ends as they decide to loosen themselves. I am finding the reduction in context shifting useful but finding it hard to be disciplined!

My fortress – Saving Thursdays for my ‘flow day'. This means no meetings, coaching sessions or any other interruptions if I can possibly help it. I'll move the day when needed (especially for the rest of this half year as I have existing client bookings I can't move). Next year, however, I'll lock it away universally. So far, the very idea of having a whole day with no meetings feels luxurious, making Thursdays (ie today, when I am writing this post!) feel a bit like a sanctuary.

And to three other interesting ones I have heard of recently:

  • Facebook holds ‘Meeting Free Wednesdays' to enable their people to dive deeply into their work. In working with them over the past couple of years I can confirm they stick to it and find it productive.
  • Endeavour Drinks does this differently. They block out between 1-2 hours early in each day where meetings are banned. Given the fast-paced nature of retail businesses, I can see these smaller chunks which taken together equal about a day of time, working well. Their need to be responsive to customers means locking away a whole day would not work for them.
  • Steve, the client who gave me the ‘strategy hacker' idea, locks away two, two-hour blocks each week to solve problems and work at his whiteboard. He has found that between 10am and mid day on Tuesdays and Thursdays work best for him. This enables him to clear his desk and mind of urgent things first and then ‘grab a cup of tea and a biscuit' before heading to his office to hunker down for a couple of hours.

#3 – Using an electronic time tracking tool is also becoming surprisingly useful. I had not realised how much time I spend emailing for one thing. I am still getting the hang of it, but am finding RescueTime offers me a low-effort yet insightful view on both how I spend my time. It also allows me to tell it how productive I am using each tool I use which gives me a crude measure of productivity too.

#4 – For this to work, I need to get better at delegating. I don't just mean willing to do it, either. I mean knowing how to do it. Some of my efforts here have borne fruit, others need me to be more specific, particularly when working with new team members.

Again Michael Hyatt has come to the rescue with his tips on the subject. He offers four levels of delegation, which you can learn more about here

I hope you have found this useful – do let me know how your own experiments have gone.

Please note, this post contains affiliate links, and as RescueTime 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

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

Ivy Lee method for prioritisation

I love the power of simple, universal techniques – even though I at times scoff at them because they seem to be too easy and sometimes too ‘general'.

James Clear has again found a simple and fabulous idea to help us all perform better. I have been using this technique for a while now and have found it so effective I thought I'd share it with you.

Again: don't be put off by the crazy simplicity … here's the story to explain …

By 1918, Charles M. Schwab was one of the richest men in the world.

Schwab was the president of the Bethlehem Steel Corporation, the largest shipbuilder and the second-largest steel producer in America at the time. The famous inventor Thomas Edison once referred to Schwab as the “master hustler.” He was constantly seeking an edge over the competition.
One day in 1918, in his quest to increase the efficiency of his team and discover better ways to get things done, Schwab arranged a meeting with a highly-respected productivity consultant named Ivy Lee.

Lee was a successful businessman in his own right and is widely remembered as a pioneer in the field of public relations. As the story goes, Schwab brought Lee into his office and said, “Show me a way to get more things done.”

“Give me 15 minutes with each of your executives,” Lee replied.

“How much will it cost me,” Schwab asked.

“Nothing,” Lee said. “Unless it works. After three months, you can send me a check for whatever you feel it’s worth to you.”  

During his 15 minutes with each executive, Lee explained his simple method for achieving peak productivity.

>> Click here to read the simplest productivity strategy I have come across <<

Cheers,
Davina

 

 

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

Hacks for becoming more strategic

Hacks for becoming more strategic

I was stunned at the shift in my perspective after filling in ‘Steve's Strategy Hack' spreadsheet for just a day and how this has continued over the past week.

Click here to read the first post in this series if you have not yet already done so.

So much so that I called him and talked about the first thing I noticed: Most of my time is spent on number ones.

In a way that is good: I am not wasting time. I am mainly working on the things that are both urgent AND important.

At least there are not many number threes or fours that according to the Eisenhower Matrix I mentioned, should be delegated or eliminated.

Interestingly, most of the number threes emerged as I realised I was doing work that others should be doing, and so should definitely be delegated. See my first few days' records here.

Now my challenge is to shift the dynamic and free up time so I can think strategically. 

My sense is that by being more focused on the number twos – important but not so urgent tasks – I will be more motivated to fit more number twos into my week. 

To achieve that, I turn to Michael Hyatt's Freedom Compass, which I have found to be golden.  

The basic premise is that we all need to balance our proficiency and our passion to find and focus on our ‘true north' if we are to add maximum value.

The idea is that we prioritise our time so we spend more time in what Michael calls our Desire Zone. Here are four steps to help achieve this:

Step 1 – Delegate, automate and eliminate anything that belongs in our Drudgery Zone. These are low level repetitive tasks that can be done by someone else or which add less value than we should be delivering in our role.​​​​
 

Since starting this exercise, I have realised these categories fit into two groups: easy things and hard things. 

Things that are easy to delegate, which are tasks that someone else in my team is equiped to do both in terms of time available and skills as well as their view of their responsibilities.

In our business, this might include technical problems which I pass to Sheena to solve. She built a lot of our systems and is perfectly positioned to find quick fixes or take the time to investigate more deeply if needed. For the repetitive tasks I ask her to address, she then automates them either with technology or by writing a procedure for our colleague Fatima to process.

Things that are harder to delegate, which are things that involve asking someone else to do something they either do not know how to do or do not want to do. 

One of these jumped out at me this week as I was filling in Steve's Strategy Hacking Spreadsheet. In reviewing a draft document a colleague had written, I came unstuck. I reworked it completely when I should not have done so. The author had ‘flicked it to me quickly' and assumed (rightly this time!) that they could effectively delegate upwards and I would fix it.

After reworking it, however, I realised that this was not a good use of my time and I should have instead identified key opportunities for improvement (which I could do within minutes of opening) and asked for them to rework it. This would have been a better learning experience for them and also given me half an hour back as well as reduced my frustration.

Step 2 – Dealing with the things that are in our Disinterest Zone​​ is harder, but just as essential. These are tasks that we may be good at but which frankly bore us. Having a large number of tasks in this zone is a red flag if they can't be automated or passed on to someone else.
 

This is one area I can get better at. It is just too easy to keep doing admin or other simple tasks which although not value adding are satisfying to the extent that they lead to ‘things being ticked off a list'. 

Step 3 – Face up to items that fall in our Distraction Zone. These are items that we like to do​​, that may be easy for us, but which are beneath us. For example, I make for a very expensive web designer, yet this is one of my hobbies. I love tinkering around and employing some of my design skills on our sites. This is the kind of thing that should not appear too often in my ‘strategy hacker' spreadsheet though, if I am to add real value. 

Going through this diagnostic audit has spurred me to action. I just posted a job ad to get someone to help me with some of my marketing activities.

Step 4 – Fire up the things that fall in our Desire Zone. This is where work becomes fun. The more we spend time here, the more value we will add. This is where our passion and proficiency intersect and we can optimise the value we add.​​  The more time we can spend in our Desire Zone the more we will thrive as individuals and as professionals.

For me, this is now about stretching two areas: leadership and marketing. I enjoy getting better at both and can deliver significantly more impact to my business if I excel in both these areas. 

Step 5 – Identify what falls into my Development Zone so I can optimise what I can deliver upon, particularly within the Desire Zone. For me this will be a mix of learning how to create more space in my schedule for things that add more value and also how to do the things that might fill that newfound space.

Given my own observations from tracking my activities over the past week, I will focus on getting better at delegating more. The challenge will be to work out what I can delegate to who as well as how to do it successfully.

This will, I hope, give me greater focus as I double down on creating the best possible online learning program and how to market it. 

Clarifying this goal is​ is already building pressure that is motivating me to not imprison myself in a frenetic day of number ones, but rather create fortresses for number twos.

It also makes me realise how essential it is to go beyond the platitudes. The idea of diagnosing, decluttering and prioritising sounds pretty easy.  

it done will require some practical tactics such as the ones shared with me by Richard Medcalf of Xquadrant recently. I will share them with you next week too.

 In next week's post I will share ideas about ‘fortresses' and ‘prisons' which were just two of the terrific concepts Richard Medcalf of XQuadrant shared with me when we spoke recently.

Keep your eyes peeled for next week's interview.
 

PS If you enjoyed reading about the Freedom Compass, you might also enjoy Michael Hyatt's excellent book on the topic, Free to Focus. He is one of the people who has inspired me to ‘close the doors on Clarity First' so they are only open three times a year. This will, I think provide both me and my program participants with greater focus as we work to strengthen their communication skills.
  

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

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

Hacks for becoming more strategic – 3

Hacks for becoming more strategic – 3

I am usually not a fan of completing audits.

Keeping records of minutiae has never been my strength.

But, wow.

Even though I have by no means kept a perfect record of what I have been up to over the past couple of weeks, the insights have been powerful.

They have certainly helped me get out of the weeds so I can become clearer about ways – to quote today's interview guest – multiply my impact.

Richard Medcalf of Xquadrant specialises in helping successful people magnify their impact.

He offers a number of terrific ideas including how to:

  • Harness your curiousity to increase your influence
  • Lead strategically when there is already too much to do
  • Use a concept called prisons and fortresses to make sure you get to the things that really matter

And plenty more too.

>> Click here to access the interview as well as some other practical takeaways, including a checklist to help you lead strategically when there is already too much to do.

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

Hacks for becoming more strategic

Hacks for becoming more strategic – 2

I was stunned at the shift in my perspective after filling in ‘Steve's Strategy Hack' spreadsheet for just a day and how this has continued over the past week.

Click here to read the first post in this series if you have not yet already done so.

So much so that I called him and talked about the first thing I noticed: Most of my time is spent on number ones.

In a way that is good: I am not wasting time. I am mainly working on the things that are both urgent AND important.

At least there are not many number threes or fours that according to the Eisenhower Matrix I mentioned, should be delegated or eliminated.

Interestingly, most of the number threes emerged as I realised I was doing work that others should be doing, and so should definitely be delegated. See my first few days' records here.

Now my challenge is to shift the dynamic and free up time so I can think strategically. 

My sense is that by being more focused on the number twos – important but not so urgent tasks – I will be more motivated to fit more number twos into my week. 

To achieve that, I turn to Michael Hyatt's Freedom Compass, which I have found to be golden.  

The basic premise is that we all need to balance our proficiency and our passion to find and focus on our ‘true north' if we are to add maximum value.

The idea is that we prioritise our time so we spend more time in what Michael calls our Desire Zone. Here are four steps to help achieve this:

Step 1 – Delegate, automate and eliminate anything that belongs in our Drudgery Zone. These are low level repetitive tasks that can be done by someone else or which add less value than we should be delivering in our role.​​​​
 

Since starting this exercise, I have realised these categories fit into two groups: easy things and hard things. 

Things that are easy to delegate, which are tasks that someone else in my team is equiped to do both in terms of time available and skills as well as their view of their responsibilities.

In our business, this might include technical problems which I pass to Sheena to solve. She built a lot of our systems and is perfectly positioned to find quick fixes or take the time to investigate more deeply if needed. For the repetitive tasks I ask her to address, she then automates them either with technology or by writing a procedure for our colleague Fatima to process.

Things that are harder to delegate, which are things that involve asking someone else to do something they either do not know how to do or do not want to do. 

One of these jumped out at me this week as I was filling in Steve's Strategy Hacking Spreadsheet. In reviewing a draft document a colleague had written, I came unstuck. I reworked it completely when I should not have done so. The author had ‘flicked it to me quickly' and assumed (rightly this time!) that they could effectively delegate upwards and I would fix it.

After reworking it, however, I realised that this was not a good use of my time and I should have instead identified key opportunities for improvement (which I could do within minutes of opening) and asked for them to rework it. This would have been a better learning experience for them and also given me half an hour back as well as reduced my frustration.

Step 2 – Dealing with the things that are in our Disinterest Zone​​ is harder, but just as essential. These are tasks that we may be good at but which frankly bore us. Having a large number of tasks in this zone is a red flag if they can't be automated or passed on to someone else.
 

This is one area I can get better at. It is just too easy to keep doing admin or other simple tasks which although not value adding are satisfying to the extent that they lead to ‘things being ticked off a list'. 

Step 3 – Face up to items that fall in our Distraction Zone. These are items that we like to do​​, that may be easy for us, but which are beneath us. For example, I make for a very expensive web designer, yet this is one of my hobbies. I love tinkering around and employing some of my design skills on our sites. This is the kind of thing that should not appear too often in my ‘strategy hacker' spreadsheet though, if I am to add real value. 

Going through this diagnostic audit has spurred me to action. I just posted a job ad to get someone to help me with some of my marketing activities.

Step 4 – Fire up the things that fall in our Desire Zone. This is where work becomes fun. The more we spend time here, the more value we will add. This is where our passion and proficiency intersect and we can optimise the value we add.​​  The more time we can spend in our Desire Zone the more we will thrive as individuals and as professionals.

For me, this is now about stretching two areas: leadership and marketing. I enjoy getting better at both and can deliver significantly more impact to my business if I excel in both these areas. 

Step 5 – Identify what falls into my Development Zone so I can optimise what I can deliver upon, particularly within the Desire Zone. For me this will be a mix of learning how to create more space in my schedule for things that add more value and also how to do the things that might fill that newfound space.

Given my own observations from tracking my activities over the past week, I will focus on getting better at delegating more. The challenge will be to work out what I can delegate to who as well as how to do it successfully.

This will, I hope, give me greater focus as I double down on creating the best possible online learning program and how to market it. 

Clarifying this goal is​ is already building pressure that is motivating me to not imprison myself in a frenetic day of number ones, but rather create fortresses for number twos.

It also makes me realise how essential it is to go beyond the platitudes. The idea of diagnosing, decluttering and prioritising sounds pretty easy.  

it done will require some practical tactics such as the ones shared with me by Richard Medcalf of Xquadrant recently. I will share them with you next week too.

 In next week's post I will share ideas about ‘fortresses' and ‘prisons' which were just two of the terrific concepts Richard Medcalf of XQuadrant shared with me when we spoke recently.

Keep your eyes peeled for next week's interview.
 

PS If you enjoyed reading about the Freedom Compass, you might also enjoy Michael Hyatt's excellent book on the topic, Free to Focus. He is one of the people who has inspired me to ‘close the doors on Clarity First' so they are only open three times a year. This will, I think provide both me and my program participants with greater focus as we work to strengthen their communication skills.
  

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

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

Hacks for becoming more strategic – 1

Hacks for becoming more strategic – 1

I loved catching up with a Clarity First alum this week for at least two reasons:

#1 – I love hearing how a story we have worked on together lands, and 
#2 – I also love it when they can teach me something practical that they have made work for themselves which will also help someone else

Steve rang me to tell me that a major strategy I had helped him develop a couple of years ago has now come to fruition. He got pretty much everything he had aimed for at the start.

We were both delighted.

Given I know him well, I also took advantage of the conversation to ask some questions that I thought he was well placed to answer.

He is not only head of the highly successful Australian arm of a global business, he has a family, works pretty regular hours and ‘knocks off' early on a Wednesday to go sailing.

He has plenty to offer many of my clients, especially 
a project manager from a technology company, who said this week: 

I feel like I am running soooo fast just to deliver – how do I find time to be strategic as well?

So, how did he transition from being an engineer to becoming a strategic leader who takes nights and weekends off as well as going sailing most Wednesday afternoons?

Steve offered some practical hacks for those of us who want to deliver at a more strategic level while not working 24/7.

He said some of the best advice he was given as he moved into leadership was to take control of his time. 

So, I have taken his advice and plan to hack my own schedule over the coming weeks to see if I can gain the same sorts of results.

At the moment, getting to yoga on a Wednesday morning would be a sign of success. I have cancelled the last three weeks running.

Let's work out if we can ‘hack our way' to becoming more strategic and get to some fun things outside of work at the same time.


Here is the roadmap for Steve's Hacks. I'll focus one one of these each week for the coming three weeks as I also work to optimise my own schedule and corresponding impact:

  1. Diagnose and declutter: Work out what I AM spending my time now and iteratively respond to my observations by getting rid of the less value adding stuff. By lunch time on day 1 I was stunned at the impact of recording and scoring my time. 
  2. Prioritise: Work out what to do with the “number two's” … I will explain next week
  3. ​​​​​​​​​Optimise: Decide how to make the most of my time so I optimise my potential and the value I deliver while having room for things I enjoy in my life.

Let's get started.

Step 1 – Diagnose and declutter

So, this coming week, I will focus on ​diagnosing what I am doing now and start to declutter my activities. Here is how Steve suggested I do it:

  1. Read up on the Eisenhower Matrix (see below)
  2. Record what I am doing as if I were a consultant keeping a super simple timesheet (download my version here)
  3. Score each activity against the Eisenhower urgent / important Matrix​
  4. Tally at the end of each week to see my daily and weekly averages

When interviewing Richard Medcalf of XQuadrant about ideas to help clients become more strategic, he also offered another simple idea. He recommends using a tool called RescueTime to monitor my activity. 

​​It will check how I spend my time when at my computer, eg how much time on email, websites, Word / PowerPoint, etc. It has a 14-day free trial, so I have signed up to see if that gives me some useful information too.​​

So far as day one goes: it's cool. I am looking forward to shining some light on what tools I am using more and less of.

I'd love to hear how this helps you and will come back not only with Richard's interview but more thoughts over the coming weeks. Feel free to email me and share your experiences.
​​
Talk soon,
Davina


PS If you don't normally receive my emails and want to keep up with the series, subscribe below.

 

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

Shop Co Case Study

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

Introduction to synthesis bonus expires 29 July

Kick start your learning with the two-part Bonus Workshop Program

> Get going immediately so you can see results straight away

> Learn the basics so you have a strong foundation to build on

> Complete challenges so you do more than ‘know the stuff' … you can start to ‘DO the stuff'

The Introduction to Synthesis Part 1 Workshop will be held on 30 July at 8am and 6pm Sydney time.

This will be followed by Part 2 on 1 September.

Recordings will be available for those who cannot be present live, or who want to revisit the material.

This bonus offer expires at 9pm AEST on 29 July.

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

How thinking like an entrepreneur can help you conquer your fear of presenting

I have thoroughly enjoyed Marie Forleo's quirky videos, powerful interviews and insightful business posts over the past five or so years.
Marie's sassy New Jersey gumption offers some powerful no-nonsense ideas all of us can learn from as we strive to grow ourselves and our teams.
Recently I also binged on her new book, Everything is Figureoutable and wanted to share some insights that might help you address a challenge many clients tell me is a big one.
Do you love presenting to a group, or does it make your knees quake?

If your knees wobble, your palms sweat or your voice quivers even the slightest bit, here are three ideas from Marie's book you might find useful:

  • Fear is our friend, not our enemy (even when sweating in front of 100 people)

  • Rewiring our self-talk is essential (and easier than you might think)

  • Everything really IS figureoutable

​​I dig in a bit deeper on each of these points here.

Fear is our friend, not our enemy

It is not uncommon for my clients to tell me how nervous they are about making high-stakes presentations. I get it. I too get nervous when taken out of my comfort zone, especially when in front of others.
Marie encourages us all to harness the energy that comes from the fear, rather than being daunted by it.
Here are a few ideas from her on how to overcome this debilitating F-word:

1.    Name it to tame it: She rightly says that one reason our fears become so debilitating is that they are vague. We don’t slow down enough to thoroughly question or assess its probability. We also don’t think through the worst-case scenario and how we would cope with that. Once we know what we are afraid of, how real it is and how we would cope if it came to pass, it is so much easier to face it and deal with it.
2.    Know that action is the antidote to fear: The trick is allowing ourselves to feel fear while we take action. Make the call even if your pits are sweating. Speak up, even if your voice shakes. Present even if your knees feel like they might collapse!  As she says, doing the thing is far easier than the terror we inflict upon ourselves by stressing over it in our heads.
3.    Accept the truth about failure: It’s not as bad as you think it is. To quote Marie, “I win or I learn, but I never lose”. Everyone fails. Failure is an event, not a characteristic.
She recommends thinking about the word ‘fail’ as a faithful attempt in learning. That’s it.
I must remember this the next time I send a deluge of emails by mistake or miss a typo in one of my emails!

Rewiring our self-talk is essential

Also a Carol Dweck Mindset fan, Marie encourages us to avoid the #1 tell-tale sign that we are blocking ourselves from progressing so we succeed.
Our self-talk includes phrases like “I can never do this”, “This won't work for me” or perhaps “I know this already”.
While there are times when both of these statements are valid, she encourages us to be careful if we use them any time someone tries to encourage us to think about or try something new.
When nervous and getting ready to make an important presentation, consciously rewire this inside voice to say “I can and I will”. Add to that “If I focus on the basics, and talk to the room as though they are individuals, the rest will work out just fine”.

Everything really IS figureoutable

I had the great fortune to grow up on a farm in rural Australia where we rarely had everything we needed to fix a surprise problem. We were also too far away from a shop to find the ‘bit' we needed to fix it conventionally.
This meant we became very good at thinking laterally and solving problems and I agree with Marie on this one, whether we are facing a practical or professional problem.
If we assume ‘everything is figureoutable’ we will have more courage to face a challenge, such as preparing and delivering a presentation.
However, she rightly quotes far fancier people than me in making her point. You might find these useful for yourself, or your teams:
She quotes British Physicist David Deutsch in saying that ‘everything that is not forbidden by laws of nature is achievable given the right knowledge'.
 I assure you: standing in front of a group and ‘nailing’ your presentation is definitely NOT forbidden by the laws of nature.
She also quotes the Mad Hatter in Alice in Wonderland (2010 film):
ALICE: This is impossible
THE MAD HATTER: Only if you believe it is.

And lastly, a succinct one from Tony Robbins: It's never about your resources, it's about your resourcefulness”.

For more about Marie's book, click here.

PS Don't be put off by her New Jersey ‘sass’ or lack of ivy league credentials. Forbes has a thing or two to say about her and Oprah describes her as the thought leader for the next generation.

PPS Watch out for updates to the Clarity First Program for March. The team and I are loving taking it up a notch.

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

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.

4 ideas to make structured thinking stick

4 ideas to make structured thinking stick

Structured thinking techniques are powerful for those who need clarity in their problem solving and cut through in their communication.

Getting the most from these techniques requires a bit of discipline, though, as well as a simple strategy..

Here are four elements of such a strategy that we recommend:

  1. Start small, aim big
  2. Tackle the techniques from the top down
  3. Use one-pagers early to boost productivity
  4. Avoid getting sloppy with your logic.

Read on for ways to put these ideas into practice.

Start small, aim big

It is hugely tempting when presented with a new technique to try to swallow it whole. The productivity and work quality benefits that structured thinking offer are deliciously substantial and new and beneficial ideas are exciting: their newness being in itself motivating. Once you have seen someone do something well, you want to do that yourself. However, we don't want you to fall at the first hurdle.

Some people are overwhelmed by the volume of things to know, which makes it too hard to get started, others try to implement all of the techniques at once and find that the extra time commitment is too great, while yet more hold back on trying the techniques until they have a substantial piece of work, by which time they have forgotten key concepts.

We encourage you to start with some small short-term goals and a commitment to sticking with them to reach your long-term ambitions. Here are three ideas to get you started:

  • Set aside 30 minutes each week to focus on getting better at using these techniques: Intriguingly, 4pm on Monday works for a lot of people.
  • Focus every small piece of communication you prepare on the audience's concerns, not yours.
  • Make sure every email has a CTQ followed by one single answer, or governing idea.

Tackle the techniques from the top down

Significant benefits come from seemingly simple things, in this case identifying and solving the right problem. Using the context, trigger, question approach as well as our killer alignment questions will help you nail the problem you are solving, which makes it significantly easier to solve. Consequently, we encourage you to focus on this first, and learn how to master issue trees, workplans and storylines later.

Use one-pagers early to boost productivity

Everybody hates unnecessary rework. It is demoralising, frustratingly unproductive and slows down decision making. It is not uncommon in large corporates for teams to rework large documents 10 – 12 times before a management team will sign them off. We have occasionally heard of teams reworking documents more than 50 times before a decision is made.

However, introducing some simple disciplines around one-pagers can radically reduce this frustration. We have found that teams deliver higher value insights and work more productively if they involve decision makers early in their process by

  • Asking for feedback on problems mapped as issue trees, before investing in solving it, rather than afterwards when they realise they are focusing on the wrong problem.
  • Discussing a one-page storyline rather than a fully prepared document, where they struggle to see the big picture and are distracted by style and details.

Don't get sloppy with your logic (if you want to consistently deliver high order insights)

Structured thinking helps you not just clarify your thinking, but distil higher order insights from your data. However, it will not do this if you let go of the rules that underpin smart thinking. So, we encourage you to hold yourself to account in using our checklists and other tools to ensure you do not get sloppy with your logic (and your results). I am sure you saw what I did there logically?

If you would like to learn more about our approach, you might enjoy reading our new book, The So What Strategy. You can get a preview chapter here to see if it is for you. You could also look at my free course, 4 Tips to help your complex ideas cut through.

Let us know if you would like to keep in the loop as we prepare more tools to help you make structured thinking stick by clicking the orange ‘let us know' link or emailing us at contact@clarityfirstprogram.com.

Keywords: leadership, leadership communication

 

PRESENTED BY DAVINA STANLEY

Davina has helped smart people all over the world clarify and communicate complex ideas for 20+ years.

She began this work when she joined McKinsey & Company as a communication specialist in Hong Kong where she helped others use the Minto Pyramid Principle.

She continued helping others when living in New York, Tokyo and now back in Australia where she was approved by Barbara Minto herself to teach Pyramid.

Her clients include experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US. She currently coaches a number of C-suite executives as well as many mid-level folk and the occasional graduate.

Get her 4 Tips for Communicating Complex Ideas here.