Dave looked impatiently at his watch, and then thrust his right arm forward, palm first, signaling "Halt." Everyone in the room stopped breathing, and Eileen instantly knew she was in trouble. She stopped her report in mid-sentence. "Dave?" she said, looking at him. "Something?"
"Yeah, something," he replied sternly. "What's the headline?"
"I was just getting to the headline. Can I continue?"
Wrong answer. Eileen did continue, but it might have been smarter to have just answered him with her headline. Smarter still: lead with the headline, and then offer the details as an option.
And that's my headline: Deliver the Headline First. For the details, read on.
- The headline is the consequence, not the reason why
- The headline is the consequence of the situation, taken as far as you can take it. For instance, a headline might be: "We can't finish on schedule." But if you've worked out the range of finish dates, the headline might be: "We'll be late by three months with 95% confidence."
- The four major classes of details are evidence, reasoning, hunches, and drivers
- Evidence is fact. Reasoning is the chain of inferences drawn from the evidence. Hunches are informed guesses, consistent with evidence. Drivers are perceived benefits or risks that you combine with evidence, reasoning, and hunches to reach a headline.
- The So-What test helps you find the headline
- Headline-first gives you
more control of
- Say the headline to yourself. Then ask, "So What?" If you have an answer, then it's probably a better candidate headline. Repeat until you can't answer "So What?" For instance, if you start with, "We'll be late by three months," and your so-what answer is "We need to figure out now what to do," then perhaps the real headline is "We'll be late by three months and we need to figure out now what to do."
- Headline-first isn't better — it's just preferred
- Most managers prefer the headline first because they want to know possible consequences. Since they sometimes also want the details — the evidence, reasoning, hunches, and drivers — offer the option: "Do you want the detail?"
- Headline-first gives you more control of the conversation
- Suspense tends to encourage people to imagine trouble. Delivering the headline first guides the minds of the recipients. If they do ask for detail, then as they listen, the headline guides their thinking. If, instead, you deliver detail first, they don't know where you're going, and they might imagine things less wonderful (or even worse) than your headline.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
When delivering bad news, we have a tendency to be indirect — to avoid clear statements that describe the event and its consequences. This practice can actually make things worse, and it can create significant additional cost. See "The True Costs of Indirectness," Point Lookout for November 29, 2006, for more.
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More articles on Effective Communication at Work:
- Changing the Subject: I
- Whether in small group discussions, large meetings, or chats between friends, changing the subject of
the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary,
devious, or outright malicious. What techniques do we use to change the subject, and how can we cope
- How to Eliminate Meetings
- Reducing the length and frequency of meetings is the holy grail of organizational science. I've attended
many meetings on this topic, most of which have come to naught. Here are some radical ideas that could
change our lives.
- That Was a Yes-or-No Question: II
- When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances
are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no
- They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others.
The explanations we favor can tell us more about ourselves than they do about others.
- Columbo Strategy
- A late 20th-century television detective named Columbo had a unique approach to cracking murder cases.
His method is just as effective at work when the less powerful must deal with the powerful.
Forthcoming issues of Point Lookout
- Coming January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
- And on February 5: Unrecognized Bullying: I
- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.