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:
- Dangerous Phrases
- I recently upgraded my email program to a new version that "monitors messages for offensive text."
It hasn't worked out well. But the whole affair got me to think about everyday phrases that do tend
to set people off. Here's a little catalog.
- Let Me Finish, Please
- We use meetings to exchange information and to explore complex issues. In open discussion, we tend to
interrupt each other. Interruptions can be disruptive, distracting, funny, essential, and frustratingly
common. What can we do to limit interruptions without depriving ourselves of their benefits?
- Peek-a-Boo and Leadership
- Great leaders know what to say, what not to say, and when to say or not say it, sometimes with stunning
effect. Consistently effective leadership requires superior empathy skills. Here are some things to
do to improve your empathy skills.
- Ending Conversations
- At times, we need to end the current conversation. It's going nowhere, or we have something important
to do, or we just don't want to deal with the other person. Here are some suggestions for ending conversations.
- Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause
can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenIMhunbjlRnAZjVGdner@ChacJQbGqmlMqFTsmYEVoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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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.