How often do you see decision making papers that begin with a section for background? And … how often is that background really, really long?
This is a problem on a number of levels, not only because board members and other leaders routinely list ‘too much background' as one of their pet hates.
Some audiences, however, have greatly mixed needs for background which creates some difficulty.
So, what to do?
I am offering five strategies you could employ depending upon your confidence regarding the audience's situation.
Where you are confident that the audience needs a ‘quick refresh' rather than an opportunity to ask questions and discuss the issues, adopt these two strategies:
Strategy #1 – Refer to and link out to any past papers to avoid repetition but still provide new members with access to the relevant history. You might say something like this: In last month's meeting we discussed four potential options for solving problem X (See last month's paper here). This is easily done where you are using an electronic paper system, such as BoardRoom.
Strategy #2 – Include relevant past papers in an appendix. This is useful when you don't have the ability to hyperlink to the past paper.
Where you are not confident that the audience will remember the content (perhaps because the discussion was truncated or you have a highly technical issue that is on the margins of their experience), include the information in the story in one of three ways.
Strategy #1 – Weave the messages into the new story. If reminding them about options discussed earlier, you might go with a deductive structure to allow more room for reasoning. Here are two suggestions.
- Use a To Be or Not To Be structure to explain the options before making your recommendation, rather than just saying ‘Option B is Best before offering a list of reasons why you are recommending it.
- Remind them of the problem being solved by merging Houston and To B or Not To B. You can use a Houston structure for your ‘statement', and following with ‘However, Option B is Best' for your comment and then leading into your therefore, implement Option B.
Strategy #2 – Use a Watch Out pattern to include a generous amount of detail on what's been done so far. This is always a useful pattern for when you need to change direction, but where your audience isn't keeping up with you, you may find it useful to be ‘fulsome' in your statement. The comment that allows for ‘risks ahead' can be tweaked in all sorts of ways to allow for necessary changes that you have just identified.
Strategy #3 – Add a section in your grouping to cover off on the ‘background'. This could be done (at least!) two ways:
- In an Action Jackson story where you are describing how to implement something, start the first section with a message like this: “Become familiar with the options available”. This provides an opportunity for you to then describe the options as the first step in a process.
- In a Pitch Pattern, weave the information throughout the story as you touch on key topics. If you are referring options, then describe the options in a deductive flow underneath the “We have a great solution” section.
I hope that helps.
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