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:
- Believe It or Else
- When we use threats and intimidation to win debates or agreement, we lay a flimsy foundation for future
action. Using fear may win the point, but little more.
- Can You Hear Me Now?
- Not feeling heard can feel like an attack, even when there was no attack, and then conversation can
quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the
message that you actually did hear.
- On Facilitation Suggestions from Meeting Participants
- Team leaders often facilitate their own meetings, and although there are problems associated with that
dual role, it's so familiar that it works well enough, most of the time. Less widely understood are
the problems that arise when other meeting participants make facilitation suggestions.
- Preventing the Hurt of Hurtful Dismissiveness
- When we use the hurtfully dismissive remarks of others to make ourselves feel bad, there are techniques
for recovering relatively quickly. But we can also learn to respond to these remarks altogether differently.
When we do that, recovery is unnecessary.
- Interrupting Others in Meetings Safely: III
- When we need to interrupt someone who's speaking in a meeting, we risk giving offense. Still, there
are times when interrupting is in everyone's best interest. Here are some more techniques for interrupting
in situations not addressed by the meeting's formal process.
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
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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.