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.

 

 

Do you get lost in the detail too?

Do you get lost in the detail too?

Are you so close to your work that you lose sight of what it's all really for?

It's interesting to me how I for one forget the obvious.

I move forward forgetting that what is obvious to me is often not obvious to others.

I was again reminded of this today in an advanced workshop with one of my government clients.

We were using a ‘pattern flipping' technique, which involves some fairly sophisticated mental gymnastics.

We play with storyline patterns to create new ones that better frame the story we need to tell.

This is more helpful to this client than most because their stories are huge and incredibly complex.

So, here's the thing.

To make ‘flipping work', I have to see storylines as a thinking machine that helps me work out what my message is. They are not a template to fill in.

To me this is pretty ‘ho hum'.

Of course they are! I use them all day every day.

But to see the light turn on in my clients' eyes around this was magic.

Here's what happened. They did five things …

Stopped being so literal and started to think. They began focusing on how to tweak a pattern so it suited their purpose, rather than taking a quick look at the favourite seven and saying ‘that'll do'.

Began to lean into how a storyline structure can highlight thinking problems. They could find and fix thinking problems by testing the ‘rules' that hold the ideas together.

Went beyond ‘clarity' to deliver ‘insight'. They started drawing out powerful and insightful messages rather than delivering something accurate and on topic but not impactful.

Saw how much faster they went if they started slow. Although storylining can be time consuming and mentally taxing, they saw how much time they saved by slowing down enough to think at the start.

Realised how much more value they could deliver. Less time reworking papers, speaking to people who don't respond to emails or don't ‘get' the message they are conveying. Better clarity of message. Greater quality of insight. Greater velocity of business.

Early Bird registrations for the September Intensive are now open, along with the Classic pathway.  


>> Learn more here


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.

4 ways to know if your message is powerful

4 ways to know if your message is powerful

We talk a lot about the clarity of communication. To me that means how easy it is for a person in our audience to grasp what we are saying.

This is, I suggest, only ground level for powerful business communication.​

The next level is to deliver a high-quality message. By my way of thinking this is a message that is not just clear, but which delivers significant value.

In most situations this requires a good degree of synthesis, and I thought sharing four key questions we ask might help you assess the quality of your own communication.

To test the quality of our messaging, we ask ourselves what level of message we have used.

  1. Level 1 – Is this a piece of data? A piece of data is a fact. For example, '10 widgets'. This is not a message, but rather a stand alone piece of information.
  2. Level 2 – Is this a topic? A topic is a category, eg ‘Options'. This explains what you are discussing, but not what you are saying. On its own, it is not a quality message.
  3. Level 3 – Is this a summary? A summary is useful when explaining what you found in some analysis. For example: “We sold 10 widgets more last week than we have sold over the past year”. It is an observation and tells you what your data set ‘says'.
  4. Level 4 – Is this a powerful message? A powerful message delivers the most value of any. It synthesises, which means it draws an inference from the information and says what it means. It involves taking a risk and is where the value lies.

I encourage you to review the three most recent pieces of communication you have prepared and assess what level your communication was at.

If you find very few level 4 messages ask yourself why and see if you can level them up in your next piece.

I hope that helps and look forward to bringing you more next week.

Davina

 



PS – Early Bird Registrations open next weekend

I will open Clarity First for Early Bird registrations next weekend. Early Birds can enjoy the following:

  1. Intensive Pathway  almost 2 extra months of small group coaching and time to complete your pre-work before the workshops begin in September.​
  2. Classic Pathway – start learning at your own pace and join our regular small group coaching sessions. 
  3. ​Foundation Pathway – start learning at your own pace and schedule 1-1 coaching with me. 2 spaces only available.​​​​​​​​​​​​​​

Download the latest brochure here or access the ‘Pitch your Boss' kit here, which includes a draft email requesting financial support.

 

 

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.

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.

When using questions can be a bad idea

When using questions can be a bad idea

An email came across my desk this week as I was thinking about the most useful idea for you that would build on last week's focus of ‘saying what you mean'.

It was an email from a tool that I use which was structured around a list of questions (see below).

To me, using questions like this misses a big opportunity for a coherent story and makes the audience work far too hard to grasp the main idea. Here are the problems I see with structuring communication around questions with one caveat:

The problem: structuring communication around questions almost guarantees your audience will miss your point

#1 – By highlighting the questions in bold, you are prioritising it over the answer. This then leaves you exposed to the risk that the audience may decide your communication is not important enough to invest the time needed for them to find your message.

#2 – By using questions as the main structuring device, you are at risk of providing your audience with the raw data rather than a coherent message that describes what the data means to your audience.

I have often seen people identify the questions they need to answer to solve a problem, collect the evidence and then send the list of questions with their evidence underneath as their ‘communication'.

This strategy ensures that both you and your audience miss the point. Your audience is less likely to get your message in part because you haven't articulated it to yourself.

The caveat: FAQs can be useful when combined with a powerful story

As a final caveat, I do understand that there are times that it is useful to have a series of FAQs (frequently asked questions), perhaps at the end of a presentation or information package. You will have seen our own FAQs on our site, for example.

This is not the same as focusing your whole communication around the questions, which I would caution against.

Cheers, Davina

Keywords: #questions #synthesis #structure

 

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 ‘constraints’ help create meaning

How ‘constraints’ help create meaning

It is fascinating to me that the whole idea of ‘constraints' feels like more of a limitation than a liberation.

Nobody – me included – likes being kept in physical or intellectual shackles and yet they are incredibly powerful. Liberating, even.

If we trust a simple set of constraints – rules – we can invest our thinking energy where it has most impact.

In the case of preparing communication, this means creating greater meaning as economically as possible.

This has been more evident than usual in my coaching sessions in past weeks and I wanted to share an example with you.

When coaching a finance executive yesterday, we went from making bland and frankly boring statements to communicating impactful ideas by using constraints.

In this particular case, our main message needed to be a recommendation rather than an observation. Let me show you what I mean:

Observation – We are allocating unspent funds to teams that have demonstrated that they can be compliant with the ABC policy funding agreement

Recommendation – We recommend allocating the unspent funds to teams that have invested in a step-change in talent development

The second version is so much more meaningful – and interesting. It is also the result of sticking to some simple rules, or ‘constraints' that push for clarity and insight.

Similarly, we have been talking about constraints in the problem solving context during the recent Clarity in Problem Solving program.

I was delighted to see in a recent HBR article that I am not alone in encouraging people to stick to some simple constraints.

>> Click here to access the article and another recent one by me on the topic of constraints also.

I hope you find it as interesting as I did.

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 ‘constraints’ can turbo charge your impact

How ‘constraints’ can turbo charge your impact

We have had a great start to the Clarity in Problem Solving Program and one topic that has jumped out to me during our initial two live workshops has been ‘constraints'.

It is I think human (or maybe just me?!) to shy away from constraints and prefer to trust our own judgement and processes.

However, my experience in helping people deliver greater impact when solving problems and communicating is that they are hugely powerful.

Let me first illustrate with a personal example and then expand into the professional before offering you a practical challenge.

Personal: a clever idea for using space driven by constraints

An article in a local magazine caught my eye some time ago. It described a clever renovation undertaken by some locals who loved their neighbourhood and wanted to ‘stay put' despite having a small terrace home and a growing family.

This drove at least three constraints: staying within the current small home, adding two young children combined with heritage rules that did not allow them to expand their footprint, either out or up.

The idea that I thought would make Mari Kondo the most proud was their idea to use the space under the floor boards for toy storage.

They built a discrete hatch that enabled them to sweep up and hide the day's mess, enabling them to use their living area multiple ways.

I thought that was a clever and practical example of constraints driving creativity and unexpected results.

I have not seen any other renovation take advantage of this space and suspect their space constraints were pushing them to think harder than most when redesigning their home.

Professional: opportunities for us to get creative also

I have many examples of where constraints have proved to be more help than hindrance in a professional setting, but let me offer just a couple to give you some ideas.

Amazon's culture of frugality. Amazon has 14 leadership principles which it ‘sticks to' across the organisation. Frugality is Number 10, and is described as follows:

Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense.

This is one of the approaches that helps Amazon maintain its ‘startup' culture, and avoids the risk of corporate bloat as the business grows.

‘Rules' for structuring ideas. We have developed a set of 10 ‘rules' for evaluating the rigour with which we map our ideas on a page when solving problems and also separately when communicating.

Sticking to these rules helps us test whether we are focusing on the right question, whether we have mapped the problem or the ‘story' out completely and powerfully.

It's not about having a ‘pretty page' but rather ensuring our thinking stacks up.

We have learned from experience that not just understanding the principles that underpin these rules, such as MECE for example, but trusting our internal radar that spots an anomaly. This matters even when we see something small, and when we can't articulate what is wrong but sense something is out of line.

As one of my team said to a new client recently, “We trust that the combination of your contextual expertise plus our process will deliver the right outcomes”.

Challenge: A simple way to introduce a powerful constraint into your world

So, here's a challenge for you: where can you introduce a constraint into your world to magnify your impact?

It could be as simple as either yourself or whoever manages your diary honouring the regular block of ‘thinking time' you set in your diary each week.

A coaching client of mine was this morning marvelling at the difference a new assistant was making. The assistant was pushing back on colleagues to avoid overwriting my client's ‘thinking time' blocks with other peoples' priorities.

This has revolutionised my client's week, giving her the space she needs to deliver real impact.

I hope that helps and look forward to sharing more ideas 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.

A fabulous thinking tool to help you solve problems and communicate

A fabulous thinking tool to help you solve problems and communicate

This week's discussions at Clarity First revolved around a thinking tool that some of you will have heard of.

If you have ever worked with consultants, then it is most likely you are familiar with the term MECE.

Depending which firm you have been working with, you will have heard it described as either Mutually Exclusive and Collectively Exhaustive (McKinsey and others) or Mutually Exclusive and Covers Everything (BCG and no doubt others also).

I have a hankering for a different vernacular, NONG, which stands for two things in Australian parlance: No Overlaps, No Gaps and an insult which was hurled freely at children when I grew up.

In Australian slang, to be a nong is to be a bit of a fool.

To my mind if you can master this most useful and frankly tricky tool you are by no means a fool. Quite the opposite in fact.

In our discussion we were using five different techniques to frame communication that passed the MECE or NONG test.

This meant that the ideas we crafted into a clear hierarchy had to not only be relevant to the main message but include a complete set of supporting points that furthered the discussion.

For example, if our ‘so what' was ‘We should buy business X to increase our market share', we used the five techniques to carefully identify whether there were any gaps or any overlaps in our thinking.

In applying this to one example we discovered after our initial drafting that we had six supporting points, and that one of them could easily sit beneath another in the hierarchy.

As we discovered, although the concept is pretty easy, unearthing the thinking problems within it so we can deliver communication that is not just clear, but engaging and insightful is another matter.

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.

Clarity and insight are not the same thing

Clarity and insight are not the same thing

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

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.

The Narrative Fallacy

The Narrative Fallacy

Today I step into dangerous territory.

Over the summer I completed a fabulous online course called The Art of Reading.

One of the modules encouraged us to think critically about what we read and gave ideas on how to do that.

One item that stood out to me was the idea of the narrative fallacy.

I think the the course author, Shane Parrish is right.

There is something important at stake here for us when we prepare our communication.

The fallacy suggests that we are all wired for story – so far so good.

However, the challenge comes in creating our own narratives to justify things that have already happened, or predicting what will happen in the future.

Shane suggested that using story, rather than facts and logical reasoning, to create our view of the world and to make decisions is not only dangerous, but more common than we realise.

This is something that at Clarity First we wholeheartedly agree with.

Story is central to engaging busy audiences in complex information. Humanising it can also go a long way to doing that.

However, ‘story' – sometimes also referred to as ‘narrative – can be dangerous if not used well.

Shane's article The Narrative Fallacy suggests that although narrative makes us feel better, but is often a sham.

For example, Steve Jobs was told that because his adoptive father was a detailed-oriented engineer and craftsman, Steve Jobs also paid extra attention to the fine details of Apple designs. He denies this is the case, claiming his own personality and motivations as being more important drivers.

He was also asked whether his quest for perfection came from an idea that he needed to prove himself, given he had been adopted out. He claimed this was patently false, and that his adoptive parents made him feel special regardless of what he achieved.

Nassim Taleb (author of The Black Swan) had a similar story, and fact checked his hunch that his professor had no justification in attributing his ability to see luck and to separate cause and effect to his Lebanese heritage.

Click the link below for suggestions to help you think critically and assess whether a narrative can be trusted to accurately draw cause and effect links or whether it is just a great story.

>> Click here to read more <<

If you want to take these ideas a step further to learn how to tell a story that is both logically sound AND engaging, click here to learn more about the Clarity First Program.

This month by month program enables you to learn at your own pace as you work towards turning your communication skills into an asset.

 

 

 

 

Keywords: critical thinking, storytelling

 

 

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.

The value of thinking top-down versus only thinking bottom-up

The value of thinking top-down versus only thinking bottom-up

You are welcome to either read or listen to this post. 

Click the image below to listen, or scroll down to read.

 

Tengke summed this up perfectly in this week's Clarity First Workshop.

He said: ​​“In my experience, the closer people are to senior leadership levels, the better they are at thinking top-down.

“​​The lower their level, the more they think bottom-up”.

This was an astute observation.

Leadership roles require us to think quickly about a wide range of topics. We don't have the luxury of thinking about everything from scratch and yet at the same time must have the ability to ‘sniff out' problems.

Tying this comment and my own observations together with a conversation I had recently about the cognitive competencies required for successful leadership, leads me to to ask a further question.

Is this ability to think top-down innate or is it learned?

It is, in my opinion, both innate and learned.

Let me explain how I have seen that work.

Thinking top-down about a problem involves having the intellectual capacity to do so as well as the right experience

Lightbulbs went on for me everywhere when I was speaking with my colleague Jane about the work I do in helping people use structure to unearth the thinking problems hiding beneath the surface of their communication.

She shared some useful information with me about the thinking skills she incorporated into a talent framework for a multi national resources company, which link directly to this idea of ‘top-down thinking'.

She said there were four key cognitive competencies that demonstrate leadership potential:

Helicopter thinking. This is the ability to mix conceptual and analytical thinking together. In Clarity First I describe this as ‘porpoising', or the ability to think in a way that mirrors the swimming patterns of a porpoise that dives down deep into the oceans and then swims back up to the top before going down again. The ability to oscillate between higher order ideas and lower level details is an essential attribute of not only a leader, but of someone who can think strategically.

Analytical thinking. This is what we are taught at university and, if we are lucky, refine further when at work. It is the ability to break problems into parts and solve them systematically, using our critical thinking abilities to evaluate the quality of our work as we go. 

Imaginative thinking. This is as it sounds: the ability to be creative. To think of out of the box solutions. To find new and novel ways of doing things rather than just following a set process. This competency has a heavy innate component, but can to a certain extent be learned.

Sense of reality. This relates to solid business judgement – acumen if you will – that comes through experience and mentoring. It can absolutely be learned by those with sufficient IQ needed for their area of work.

The good news is that if we are people with a growth mindset who are moderately bright, we can all make progress in all of these areas. So long as we have sufficient innate capacity, we can all get better at these four thinking skills.

The very fact that you are reading this post suggests you are likely to have sufficient innate capacity.

However, in my experience, few people intuitively know how to think top down 

This ability comes as a result of one or most likely a mix of the right kinds of knowledge and experiences to add to your innate ability. It seems to me there are four that matter most.

It may include years of experience in a specific area so you ‘just know' where to look to find problems or opportunities that others miss. A bit like the tailor I refer to in this post.

In this instance, the ability comes as a result of years and years of working bottom up, doing the analysis and developing an intuition for what works in a particular setting and what does not.

The key here is that the ability is contained to a particular setting, or at best to that setting and related ones. And gaining the ability is slow.

It might also include being inspired by someone who does it well. In my case, my boss of 30+ years ago was a whiz at explaining complex ideas using diagrams. This was very early in my corporate career, and I had never seen anyone do that before nor had I thought about communicating this way.

I am not sure I will ever remember what he drew, but I do remember thinking “I want to be able to do that” and have continued to strive for that since.

It may also involve being taught how to use and apply specific frameworks. This is where top-tier consulting experience is golden, as we are exposed to people who are expert at using – and in fact, designing – robust thinking frameworks that apply across multiple disciplines.

For example, when thinking about a change management challenge I default to two key frameworks which I use to scaffold my thinking. McKinsey's Psychology of Change and PROSCI's ADKAR framework.

At times I also merge the Psychology of Change framework with another simple one from PA Consulting, which describes the delivery phases of any change program in the simplest of terms. The items even rhyme to make them memorable.

Even better, it may involve being taught how to create, use and test frameworks that apply across many disciplines.  

In Clarity First we teach universal thinking principles (based in logic and synthesis, so I am comfortable with using ‘universal' for these) combined with some others that we have developed, which are widely applicable.

Having helped people communicate across just about every area I can think of (and when I include my colleague Gerard's 30+ years' of similar experience, we cover a huge territory), I am confident our storyline patterns help their users add value and save tons of time across many many disciplines.

Just this week I have helped people in the following disciplines to use these patterns: human resources, engineering, project management, pharmaceuticals, medical affairs, technology and the law. And this is a pretty normal week!

So, to experience the time saving and value-adding benefits that top-down thinking offers, I suggest taking three steps

I'll outline them here one by one here:

#1 – Be aware that it is something worth doing. I hope this post has inspired you to learn more about thinking top-down and how it can help you add more value while also saving tons of time.

#2 – Want it enough to learn how to do it. This part is entirely up to you. You need to decide if it is worth finding areas of your work that would benefit from top-down thinking. You also need to evaluate whether you want to save time by avoiding the need to do the same task many many times to identify the patterns, and also how useful it is to you personally to deliver more valuable work.

#3 – Follow through and actually learn how to apply it. This involves investing enough time and energy to go further than just ‘hearing about a good idea', but to building repeatable skill and establishing new thinking habits that will deliver you consistent results over time.

In closing, I might point out that this list of actions was heavily inspired by a framework 😉

Have a great week.
Regards, Davina

 

 

 

 

 

How do we know when we are fooling ourselves?

How do we know when we are fooling ourselves?

It might shock you to know that our brains are quirky and more like Homer Simpson's than we realise.

In Thinking Fast and Thinking Slow, Daniel Kahneman describes how we lie to ourselves just like Homer does.

He suggests that we make up stories in our minds and then against all evidence, defend them tooth and nail.

Understanding why we do this is the key to discovering truth and making wiser decisions.

In this piece I lay out the overview of his argument and illustrate through a business example.

 His argument leans heavily on an evolutionary bug in our brains that critical thinking strategies can resolve

He suggests there’s a bug in the evolutionary code that makes up our brains.  Apparently, we have a hard time distinguishing between when cause and effect is clear, such as checking for traffic before crossing a busy street, and when it’s not, as in the case of many business decisions.

We don’t like not knowing. We also love a story.

Just like with Homer did in this short clip, our minds create plausible stories to fill in the gaps in other people's stories to construct our own cause and effect relationships.

The trick is to have some critical thinking strategies to help us evaluate other people's stories and our own. To help us avoid telling stories that are convincing and wrong.

We need to think about how these stories are created, whether they’re right, or how they persist. A useful ‘tell' is when we find ourselves uncomfortable and unable to articulate our reasoning.

 A real life example brings his argument to life in an uncomfortably familiar way

Imagine a meeting where we are discussing how a project should continue, not unlike any meeting you have this week to figure out what happened and what decisions your organization needs to make next.

You start the meeting by saying “The transformation project has again made little progress against its KPIs this month. Here’s what we’re going to do in response.”

But one person in the meeting, John, another project manager, asks you to explain the situation.

You volunteer what you know.
“After again failing to deliver on their KPIs, we recommend replacing the project leader with someone from outside the organisation who has a proven track record with transformation programs. The delays are no longer sustainable.”
And you quickly launch into the best way to find a replacement team leader.

Mary, however, tells herself a different story, because just last week her friend, the project leader, described the difficulty her team was having with two influential leaders who were actively against the transformation program.
The story she tells herself is that the project leader probably needs extra support from the CEO and potentially also the Board.

So, she asks you, “What makes you think a new project leader would be more successful?”

The answer is obvious to you.
You feel your heart rate start to rise.
Frustration sets in.

You tell yourself that Mary is an idiot. This is so obvious. The project is falling further behind. Again. The leader is not getting traction. And we need to put in place something to get the transformation moving now. You think to yourself that she’s slowing the group down and we need to act now.

What else is happening?

It’s likely you looked at the evidence again and couldn’t really explain how you drew your conclusion.

Rather than have an honest conversation about the story you told yourself and the story Mary is telling herself, the meeting gets tense and goes nowhere.

Neither of you has a complete picture or a logically constructed case. You are both running on intuition.

The next time you catch someone asking you about your story and you can’t explain it in a falsifiable way, pause, hit reset and test the rigour of your story.

What you really care about is finding the truth, even if that means the story you told yourself is wrong.

Why am I sharing this story with you?

In Clarity First we teach people 10 specific questions to ask when evaluating our communication that helps us to see whether our ideas ‘stack up'.

These are incredibly powerful and help you ‘step back' from your own ideas to evaluate them critically.

Take a look at the Clarity First Program to learn more.

We help you communicate so your complex ideas get the traction they deserve.

 

 

Keywords: #critical thinking #decision making #kahneman

 

How to use your critical thinking abilities to turbo charge your communication skills

How to use your critical thinking abilities to turbo charge your communication skills

When I first joined McKinsey as a communication specialist, I was astounded at how quickly consultants came up with rigorous ways to think about new issues.

Over time I came to see how they did it and wanted to share one related strategy that will help you with your communication.

Thinking top down boosts your impact enormously while also providing a useful framework for doing justice to your analysis when communicating.

Here are three ideas to help you put that into practice:

  1. Understand what top-down thinking is about
  2. Get into the helicopter first
  3. Make like a porpoise

I'll run them through in more detail one by one.

 

Understand what top-down thinking is about

Top-down thinking is about identifying the things that matter most before either deciding what problem to solve or building the supporting case for your point. 

In practice, it’s a bit like when you go to an experienced tailor: they don’t tally up each measurement and then look at a chart to know that you are a size 42 regular.

They take a quick look at you and have a hunch that you look like a 42 regular and then test that hypothesis by taking out their measuring tape to check that they are right.

If their measurements disprove their hunch, they adjust their thinking to conclude that perhaps you are a size 40 disguised in baggy clothing.

In problem solving, this means thinking through the roadmap before digging into any particular aspect of the analysis. 

Consultants rely on previously used frameworks to give them ideas for identifying what that roadmap looks like. You can also do this by adopting the standard framework used in your industry or discipline and complement that by grabbing hold of the HBR guide to Key Management Models.

In communication, this works largely the same way. With experience, we can identify the communication pattern and then test it using a set of principles to check that our message and supporting points do their job. We outline both the patterns and a useful test in our short and practical book, The So What Strategy.

Top-down and bottom-up strategies complement each other but starting with the top magnifies our impact and saves us significant amounts of time.

So, let’s look at how you do that.

 

Get into the helicopter first

As with many things, the idea of thinking top down isn’t that hard.

Doing it, however, is not as straightforward unless you have a process to follow.

Here is how I think about it when preparing a piece of communication.

When thinking through my strategy before I draft anything, I focus on absolutely nailing two things: my purpose and my
audience.

This is information that doesn’t appear inside my communication, but rather shapes it.

In going through this process, I ask myself many things to confirm each element. When thinking about my audience though, there is one critical question that I always ask: What would they need to know to agree with me, or do what I need them to do?

I then brainstorm and prioritise my thoughts so that I end up with a high-level list of no more than five points that I must focus on.

I then work top down as much as possible to craft my communication, and work bottom up to test that the ideas are in the right place.

In the Clarity First Program we teach you exactly how to do this.

This brings me to my next point.

 

Make like a porpoise

Have you seen the way a porpoise bobs up and down as it swims?

This is a useful image for me when I think about how I make sure I take full advantage of both top down and bottom up
thinking when I prepare my communication.

As discussed above, I first sort out my top-level messaging.

Having now been helping people prepare their communication for a couple of decades, I am a bit like the tailor I mentioned earlier. I default to key storyline patterns to fast track this process wherever possible.

I then iterate up and down through the hierarchy of my thinking until I am confident that all if the ideas I need to communicate have a logical place in my storyline.

This played out real time in today’s coaching session.

I worked with a team to prepare a short but contentious email outlining some changes to their priorities that partner organisations needed to know about.

We started thinking through our strategy, mapped out our high-level messaging and then as we worked our way toward the end, asked ourselves whether each point was in the right place.

To do that, we assessed the links between our ideas and the inferences we were drawing at each stage.

We checked that the introduction would draw the audience into our main point quickly, that the ideas that supported that main point are organised to be MECE (mutually exclusive and cover everything).

We also double checked that the words on the page achieved our initial purpose and addressed the concerns of the most important audience members.

The team will then communicate the message top down.

They will begin with a short introduction and follow with the main idea and then the right depth of carefully mapped ideas to support that idea.

They will enable their audience to get the big picture quickly and follow the argument step by step.

Click here to learn how to do this for yourself.

 

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.

Board Directors want thinking skills first, coding skills second (or third)

I came across a terrific article in the Australian Financial Review today that quotes two of Australia's most prominent board directors, Catherine Livingstone and David Gonski.

They had a thing or two to say at a recent education conference, which I thought might interest you too.

They suggested that rather than teaching our young people to code, we first need to teach them to think.

I drew three core ideas from the article:

  1. Both have been heavily influenced by school teachers who encouraged them to never accept mediocrity, and to keep trying, even when their results were very good.
  2. Both also advocate ‘less as more' in education. Less filling students' heads with as much knowledge as possible, and more focus on leaving space to open minds such that students are taught to think logically and analytically.
  3. Both had something useful for those of us who communicate to senior business audiences, such as boards.

Livingstone said: “I get quite taken aback sometimes when I see something written or proposed, on the lack of logic in developing an argument.”

Gonski added: “We have to have a broadness and openness … knowledge is important but the analysis of knowledge has to be taught.”

So, while a lot of attention is paid to polishing the delivery of our communication, it seems to me Australia's top decision makers are crying out for a clear and logical argument.

To learn to learn how to communicate complex ideas in a way that resonates with senior leaders, check out the Clarity First Program. It's our speciality.

 

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.

Strengthen your critical thinking abilities

Strengthen your critical thinking abilities

Critical thinking skills are central to clear and compelling communication.

This video introduces some ideas that will help you think more critically as you prepare your communication.

This is something we consider to be foundational at Clarity First.

We believe that communication that gets the right results quickly does so because the thinking is clear. 

That might sound like a platitude until we dig in more deeply and understand what that means.

This video will help you start digging.

Clarity First will help you go further.

Click here to learn how to turn one of your great assets – your critical thinking abilities – into a superpower when preparing your own 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.