Thinking Tools #8 – How corporate templates can frustrate clarity

Thinking Tools #8 – How corporate templates can frustrate clarity

This week’s insight from Shane Parrish’s The Great Mental Models offers some useful ways to test our mental maps.

In the chapter called ‘The Map is Not the Territory’, he talks about problems that the disconnect between reality and a map (or model) can bring and offers three tips for avoiding those problems. 

Again, I have pondered on these and applied them to communication.

Reality is the ultimate update. We need to be willing to change the way we think about a situation based on reality not institutional practice, our past views or habits.

Corporate templates are a classic example here. It is easy to assume that because they are in common use, they are both fit for purpose and set in stone. Experience tells me neither is always true. Like anything, templates need to shift with reality.

We have worked with many clients that have shifted not just their templates, but also their playbooks outlining their working process for solving problems as well as communicating.

Consider the cartographer. Understanding who drew the map or designed the model is key. The model might be the way your predecessor communicated updates to your leadership team, or the template they used. It helps to understand them and their way of operating before following blindly.

Many templates are created by frustrated leaders as a data collection tool. They design them so that teams provide leaders with the data they need. Unfortunately, they often don’t go a step further and leave room for the teams to tell a story based on that data.

We have a module on ‘wrangling’ templates in Clarity First and also help where templates can benefit from a refresh. This will, in fact, be our topic of discussion for our first February working session.

Maps can influence territories. This is an interesting and short point in this part of the book.

In my mind, if a corporate template is a map outlining the rationale for a decision, then that template can certainly impact the territory of leadership discussions. We see this very often.

If the map is poorly constructed, the discussions will lead to poor outcomes: clarification questions and delays rather than quality decisions made quickly. 

As you can gather, templates are a bug bear of mine. They so often get in the way of powerful communication and quality decision making.

Talk soon,
Davina

 

PS – Our new kit for ‘pitching your manager' is now available. It includes an updated program brochure as well as a script you may like to cut and paste into your email or use to guide your conversation with your manager. Click here to learn more.

PPS – I receive a small commission if you click the link and decide to purchase a copy of Shane's book from Amazon.


Related posts include:

 Past posts from this series … 

  1. A fabulous thinking tool to help you solve problems and communicate 
  2. Further thinking tools
  3. Thinking Tools #3 – Using inversions to identify gaps in our thinking
  4. Thinking Tools #4 – Getting out of your own way 
  5. Thinking Tools #5 – Avoiding Blind Spots
  6. Thinking Tools #6 – How to have a latticework of theory
  7. Thinking Tools #7 – Avoiding becoming a tragic tale 
Past posts on thinking skills ….                                                                                                                                
 
  1. How to use your critical thinking abilities to turbo charge your communication
  2. Strengthen your critical thinking abilities
  3. 4 Ideas to make structured thinking stick

 

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. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.

Are poor emails harming your career?

Are poor emails harming your career?

 A ridiculous thought, isn't it?

Emails are a mundane and routine part of corporate life.

Most are short and many of us send and receive hundreds of them daily.

Business today cannot progress without them.

But what if your emails routinely elicit a groan from their recipients, so much so that they flag them for ‘later', and then often don't even open them?

Does this mean that you miss out on important responses, and also get a reputation for being frustrating to work with, sloppy in your thinking and someone who takes a long time to get things done?

Where does this leave your career?

This was the experience of a client this week who was stunned at the difference that changing her emailing style could create.

She found that by starting with just a  short introduction (perhaps just one sentence for a short email) and then getting to her key point straight away the response time rocketed and she

  • No longer had to chase people to get the information that she needed to do her job
  • Completed her work more quickly
  • Enjoyed doing her work so much – much – more, and
  • Loved the unaccustomed positive feedback she received from her colleagues and superiors

Now, imagine if this small change could be replicated across your whole organisation. Imagine if your whole team – from secretaries upward – were able to consistently make some small changes to the way they prepare their emails: business would move so much more smoothly for you.

Decisions would be made more quickly, there would be less frustration and more people would feel good about themselves at work.

And then extrapolate that further to think that the same techniques could be applied to other documents: board papers, steering committee papers and other presentations.

Imagine – an email-based productivity revolution.

Ridiculous!

In Clarity First we help people cut the amount of time it takes to both their communication – in any format, including email.

Clients tell me they cut the amount of time it takes to prepare important communication in half. Sometimes more.

They are also more likely to be promoted as their good ideas get the traction they deserve.

Why not check us out?

Clarity First is the most affordable top-tier program you will find.

 

 

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. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.

Is killing PowerPoint really the solution?

Is killing PowerPoint really the solution?

Many have called for the Death of PowerPoint as they are understandably under-whelmed by so many presentations.

But given the many complex elements that make up a powerful presentation, it is too simplistic to blame the presentation tool. 

It is, after all, hugely powerful when managed well and so widely used it is hard to kill off.

So, the question remains: how do we create consistently powerful presentations with or without PowerPoint? 

Two words: stop rambling.

If the presenter gets to their point quickly they will engage their audience far better than dragging everyone through all the background detail and a seemingly endless list of irrelevant charts and diagrams first.

Here are four ideas to help you stop rambling your presentations (using whichever tool you prefer):

Firstly, the hard part: Identify the main point you need to make for this particular audience – your ‘so what' – and write it in a sentence.

Yes, just one. Write it in 25 words or less, in words that are simple and clear enough for someone removed from the situation, such as your grandmother, to understand.

Secondly, chunk your supporting points in a way that will work for your audience

Work out if you need to persuade your audience that this is the right big idea, or whether they will want to know how to implement it.

  • To persuade, you will need to choose to engage them through their minds with analysis, or to engage them personally through narrative story.
  • To provide an implementation plan, step out the actions one by one in logical order.
  • To do both, use deductive logic to prepare an argument story, incorporating what you judge to be the right balance of analysis and story.

Thirdly, create your PowerPoint (or Keynote, or Slides presentation) and get someone to help you with the visuals if they are critical to your presentation.

Neil Young of www.ogcommunicationdesign.com is both fast and fabulous. With or without Neil, make sure you have one message on each page and a diagram to match, avoiding too many bullet points and using font that is large enough for your audience to read. Wherever possible, use more pages rather than less.

As you have already worked out, there is quite an art to this.

Gene Zelazny of McKinsey & Company fame provides outstanding counsel on this subject in his two excellent books: Say it with Presentations and Say it with Charts. Both are available from his website: www.zelazny.com.

I take no fees from either, Neil or Gene.

Lastly, make like Winston Churchill.

Wear a hole in the carpet as you walk back and forward in front of the mirror practicing until you get it right.

There really are no shortcuts, either with making a good presentation or with getting rid of PowerPoint.

 

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. She continued helping others when living in New York, Tokyo and now back in Australia.

Her clients include mid to upper level experts across many disciplines across Australia, Asia Pacific, New Zealand, the UK and the US.