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.
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.
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PRESENTED BY DAVINA STANLEY
I love what I do.
I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.
This involves 'nailing' the message that will quickly engage decision makers in the required outcome.
I leverage 25+ years' experience including
- learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
- being approved to teach the Pyramid Principle by Barbara Minto in 2009
- helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
- seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
- watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue
My approach helps anyone who needs to engage senior leaders and Boards.
Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.
Learn more at www.clarityfirstprogram.com
(*) Numbers are based on 2023 client benchmarking results.