How to tell a story when you can’t offer a recommendation

I am often asked a question that goes a bit like this: “How do I use a storyline when I can't or don't need to offer a recommendation?”

There is at times a concern that storylining isn't fit for purpose in this setting.

We saw a terrific example of this play out in a December coaching session, which I'll unpack here for you.

The easy answer is that although we don't offer a pattern for this, you can easily use a storyline to provide a summary at the top and supporting levels.

Here is what that might look like at the top line for the stock review we discussed

For example, when writing a stock report you might want to offer a recommendation like this:

“We recommend adding Aristocrat (ALL) into your investment portfolio”
as this could be out of the scope of the work you have been engaged to do.

If you were to take this approach, the supporting points would be reasons, explaining why you recommend adding ALL to the portfolio. You would most likely use a version of the Pitch Pattern.

However, in some settings this is prohibited or unwanted. Your financial services license may not permit you to offer ‘advice', or your client may have specifically asked for your findings only.

If this is the case, you might offer a summary (akin to an ‘observation') that says something like this:

“ALL's acquisition of Playtech opens new avenues of growth and an early EPS uplift given the financial structure of the deal.”

This describes what has happened in the past quarter without saying ‘buy this stock'.

If you were to take this approach, the supporting points would still be reasons, but would put forward a different kind of argument. They would be explaining why it is true, or what evidence you have, to support the idea that the acquisition opens up new avenues of growth.

In either case the supporting points could follow a classic Grouping Structure.

You can download the example and/or watch the video of this session below.

Exploring bottom up and top down thinking when problem solving

This was a terrific session where we explored a concrete example that we can all relate to.

We dug into Ravi’s housing shortage challenge again to explore how we might use hypothesis trees, issue trees or design thinking to help.

We were reminded of a number of things during this session:

  1. Understanding the problem is vital in order to effectively solve it.
  2. MECE is a fantastic tool to use while problem-solving as it pushes us to look at the problem from multiple angles.
  3. Pulling back intermittently to check that you aren't ‘too deep into the detail' can help keep your problem-solving session on track.

Our notes for this session are available for download underneath the recording.

Keywords: Clarity in Problem Solving, State the Problem, Issue Tree

The difference between being ‘clear’ and being compelling’

The difference between being ‘clear’ and being compelling’

This week's working groups provided an excellent opportunity to think about the difference between being ‘clear' and being ‘compelling'.

I have drawn out three key takeaways that highlight that although being clear is a useful place to start, it is often not enough.

Making the leap from being clear to being compelling required us to lean into my favourite question: why?

Did the ‘trigger' really describe why we were communicating about the information in the context? For example:

Version 1 – The Board has used this as an opportunity to review the Constitution and governance practices to ensure compliance and to identify opportunities for improvement.

Version 2 – We are proposing some amendments for your consideration ahead of the coming AGM

Did the ‘so what' synthesise the items together and explain 
why this group of actions was necessary?

Version 1 – Amending the Constitution will ensure it is able to reflect community expectations, provide flexibility, allow for technological advances and meet best practice governance standards.
 
Version 2 –The Board seeks Members' endorsement at the AGM to amend the Constitution to meet best practice governance standards and maintain full funding.
Did each top line point explain explain why each group of actions was important?

Version 1 – With one exception, was a list of topics rather than messages
    • Reflect community expectations [the exception]
    • Clarification and flexibility
    • Technological advances
    • Governance best practice
Version 2 –A list of outcomes that each group of amendments would deliver
    • Reflect community expectations by being more inclusive
    • Clarify lines of responsibility to tighten governance and qualify for future funding
    • Allow for technological advances
    • Update timeframes around the voting process

Here is the video from the working session.

The importance of asking ‘Why?’

In this session, we worked on Brooke's email which highlighted the importance of asking ‘why'.

  • Why might audiences be objecting (are they unwilling or unable?)
  • Why do you need to communicate? What is it you need them to know?

Once you have nailed down the ‘why', the storyline becomes so much clearer.

As always, we've included the notes below so you can see how we work through the storyline planner from the initial brainstorming through to the first draft of the email.

Hacking requirements for a job application

How do you handle being provided with 7 criteria that must be addressed in a cover letter when you want to offer a tight message highlighting your strengths?

In this short session, we showcased a strategy for ‘hacking’ requirements on a job application letter. This strategy allows you to give the potential employer what they want while making sure you also get to feature the skills and experience you wish to.

Including your storylining and communication skills, of course!

UPDATE: A few weeks later, we had the chance to work through the cover letter Andrew created as a result of our first session. I've included the recording below as it is a useful example of how to finesse the final product.

Closing the gap between what is in our heads and what is on the page

In conducting a quick review of Brian’s email we identified some common challenges that stem from a common problem.

 

How do we match what the reader takes from the page with what is in our heads as the communicator?

This can be particularly challenging when trying to follow the ‘rules’ of building a storyline.

With practice, these two things come together, but today’s example highlights some traps to avoid during this learning journey while also reminding us of how to bring the ‘real world’ together with the theory.

Need help getting started with the Program?

 

I had a terrific conversation with one of our new members today who was bemoaning her lack of progress in the program so far. Like many of you, she has a busy job and hasn't yet found her ‘groove'.

Here are three ideas that she thought would work for her, that might help you also:

 

  1. Listen to some of the interviews stored in the library during your commute. There are a number, all tagged ‘interview' on topics such as board papers, hypothesis driven problem solving and how to get the information you need from busy stakeholders to prepare a piece of communication.
  2. Lock a time into your diary near the start of your day to complete a module or two. Instead of leaving your learning to the end of the day where it may be ‘run over', locking away 15 minutes will see you finish a module, giving you something useful to try that day.
  3. Set up a time for a 10 minute chat with Sheena to learn to navigate the portal. If you aren't sure how to find what you need, Sheena is very happy to Zoom with you to demonstrate.

Deciding how far to go when helping your colleagues improve their communication

 

We recently had a fantastic session with some of our seasoned Clarity First members about how to help your colleagues with their communication.

The session raised some really interesting questions:

From your perspective – How expedient should we be to protect our own workloads when helping others vs ‘going the extra mile’ to demonstrate to them the value they COULD add as well as the traps you see them falling into because they have some gaps or other inadequacies in their communication.

From the audience's perspective – What would you value from a colleague? A few quick tips or some strategically game changing advice?

From the business’s perspective – what is the greatest value you can add … by investing more in your own priorities or helping your colleague with theirs?

 Listen in to the great conversation for some practical tips and download the session notes below.

 

Keywords: Design your strategy, Develop your storyline, Patterns, Stakeholder management, Leadership

Need help getting started with the Program?

 

I had a terrific conversation with one of our new members today who was bemoaning her lack of progress in the program so far. Like many of you, she has a busy job and hasn't yet found her ‘groove'.

Here are three ideas that she thought would work for her, that might help you also:

 

  1. Listen to some of the interviews stored in the library during your commute. There are a number, all tagged ‘interview' on topics such as board papers, hypothesis driven problem solving and how to get the information you need from busy stakeholders to prepare a piece of communication.
  2. Lock a time into your diary near the start of your day to complete a module or two. Instead of leaving your learning to the end of the day where it may be ‘run over', locking away 15 minutes will see you finish a module, giving you something useful to try that day.
  3. Set up a time for a 10 minute chat with Sheena to learn to navigate the portal. If you aren't sure how to find what you need, Sheena is very happy to Zoom with you to demonstrate.