Deliver the Headline First

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
the conversation

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.

Sometime soon, you'll have an opportunity to deliver some news. If you don't normally deliver news headline-first, try it, then tell me how it went. Headline first, please.  Top    Next Issue

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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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Forthcoming issues of Point Lookout

Coming July 3: Additive bias…or Not: II

Additive bias is a cognitive bias that many believe contributes to bloat of commercial products. When we change products to make them more capable, additive bias might not play a role, because economic considerations sometimes favor additive approaches. Available here and by RSS on July 3.

And on July 10: On Delegating Accountability: I

As the saying goes, "You can't delegate your own accountability." Despite wide knowledge of this aphorism, people try it from time to time, especially when overcome by the temptation of a high-risk decision. What can you delegate, and how can you do it? Available here and by RSS on July 10.

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