How to align your messaging without creating a monster

We all love it when a great plan comes together.

In my world that means preparing a document that gets the thing my client was asking for without adjustment.

The committee doing the edits leaves it largely alone, and the decision-makers quickly approve the request.

It’s not always that easy, though, so today I share some ideas to help smooth the way for your next communication.

To sum it up, be strategic and strong about how you socialise the messaging while remaining alert for signs that the decision itself is off-piste, not just the document.

Here are four ways to do that:

1. Remember the basics. Socialise the one-pager, not the whole doc.
2. Socialise the messaging strategically. Be clear about the role you want your stakeholders to play, don’t just give them carte blanche.
3. Keep asking why. It’s tempting to take contributions at face value, particularly when they come from someone senior. But this is where Frankenstein loves to play. Ask why they made that contribution, and keep asking until it makes sense.
4. Be open to changing your structure. Try not to cobble bits on here and there. Make sure the story itself remains cohesive.
5. Beware the doom loop. If you are looping again and again on a document, ask yourself if the problem has more to do with the decision being aimed for, than the document itself.

I hope that helps. More soon.

Davina

Elevate, the book – helps leaders set their teams up to set up a new dynamic across their team that will elevate everyone’s skills, helping the team get better, faster decisions.

Engage, the book – helps individual contributors prepare papers and presentations that leaders can approve without reworking.

Engage, the self-paced course  – supports both individuals and leaders prepare more insightful papers and presentations for senior leaders and boards.

Extreme Clarity, the 2-hour workshop – introduces techniques for structuring your messaging.

Board Paper Bootcamp, the 2-week program – helps you clarify and convey complex ideas to senior leaders and boards.

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