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”.

I hope that helps.



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.