Hello reader ,

This is the first week using our new emailing system.

What do you think?

Do let me know.

It’s a good chance to up-level a few things.

Here’s the top line before I dive into this week’s discussion on one of my pet peeves: using business case templates to make the recommendation.

• New podcast episode soon. Russell King, a new friend, shared great ideas on how to communicate when implementing unpopular ideas. We’ll publish it once this email migration is complete.
  

• Board Paper Bootcamp question. I will schedule the next bootcamp soon. If you are interested, please let me know your time zone so I can factor that into scheduling. Past programs have suited Australia and the US more than Europe.
  

• New sections. I am going to play with a few ideas. This week, I’ll begin with an ‘I know you didn’t ask, but …’ segment at the end. Scroll past everything else to find it.
  

• Price rise end of May. My self-paced Engage course is available at the legacy price of USD190 until the end of May. Those who buy during May will receive all of the upgrades as I finish them, including two brand-new case studies, tools, templates, and the discussion feature, which allows you to ask me questions. I’ll confirm the new price when I have finished testing it.

How ditching the template got a fast decision

A wonderful team of engineers from an energy company recently told me they had done something risky - and that it worked.

They ditched their corporate template​​ when preparing their business case and got a 'fast yes'.

Instead, they focused on nailing the messaging at the get-go and using that to structure their presentation. Here’s what they did:

1. Used the template to collect the data, but not to tell the story

2. Sketched out the basic story structure at the get go

3. Worked with the team to flesh out the details as a one-pager

4. Allocated the story sections across the team to write them up

5. Presented and landed an immediate ‘yes’

Not only that, but none of the decision-makers complained about the lack of a template. Here’s how it played out in more detail.

1. The team used the template to collect the data, but not to tell the story

In the past they had thought they had no option but to fill in the sections within the business case template even though they hated it.

It was frustrating to use as it caused them to repeat themselves while also including all sorts of irrelevant information.​​

The template was typical. It included a long list of topics to cover even though the leadership team was directing them to ‘keep it short’.

The template was typical: it included a long list of 'pots to throw ideas into', or categories they needed to fill in. You will be familiar with the sort of thing. It's useful for collecting 'data' and making sure the team has thought of everything during their analytical process.

The template design created extra tension for them as they were caught between 'filling it in' and a leadership team that wanted them to keep it short.

So, the team decided to do something different.

2. Charles plus one other sketched out the basic story structure at the get go

Charles sat down with one other senior team member who was also advanced in their use of our techniques. Together they thought through the high-level messaging.

They went back to first principles to think about what they needed to achieve and where their audience's 'heads were at’. They then focused the messaging to achieve that objective.

Although they then discussed some ideas around the messaging, they didn't fill in the structure. They just made a call as to which pattern (from my book, Engage) suited best.

They chose ‘Make the Case,’ which is my go-to for a business case like this.

3. Charles worked with the team to flesh out the one-pager

Charles then gathered the team to discuss preparing the presentation.

Together they filled in the details for each of the four story sections, debating, editing, and iterating on the one-pager. This helped them be both comprehensive and avoid rabbit holes.

4. The team allocated the sections to write them up

Four people each took away one section to write it up, which turned out to be fast and easy to do. Why? Because they all

• Had a clear view of the overall story

• Understood how their piece related to the whole, and so avoided overlapping with what their colleagues were to contribute

• Were confident in the messages they needed to convey within their own area

• Were able to tell the story in a logical, cohesive way that enabled them to support their single point of view without feeling as though they need to discuss topics that were not relevant to their story

5. Presented and landed an immediate ‘yes’

The team also received a series of compliments from the leadership. Here are just two:

Interestingly, none of  the leaders complained that they had deviated from the corporate template.

The team was also pleased that the story flowed with what they felt was a 'unified voice' even though different people had crafted different sections.

So, there you have it. 

A great real-life example of where a business team thinks from first principles about 'getting things done' rather than following procedure because it's the norm.

I hope that helps. More next week.

Dav

Fact-based news without bias awaits. Make 1440 your choice today.

Overwhelmed by biased news? Cut through the clutter and get straight facts with your daily 1440 digest. From politics to sports, join millions who start their day informed.

Sign up now!

I know you didn’t ask, but …

I was reflecting on a quizzical question I am now often asked: “Why did you move to the US?”

I get it. Things are a bit messy right now.

But can I tell you how stunning the Pacific Northwest is?

When I walk around my town, I can’t believe how lucky I am.

Here’s a pic from just behind our main street.

All of that in about half an hour from central Seattle.