Thread by @CxOSidekick

@xaprb Some quick thoughts...

There are different scenarios for exec comms:
- Cyclical (e.g. annual reporting where format doesn't change)
- Periodic (e.g. on an issue that will last a few committee meetings)
- Ad hoc (e.g. random requests on key things)
- Crisis (new, short cycle)

@xaprb For each there are different formulas you can use. E.g. cyclical reporting may be
- what's our status on something pre-defined as important?
- is status good or bad?
- if bad do we have enough information to act or do we need more?
- if we act what is best cost decision?

@xaprb And there will be different levels of detail for each type of comms. For example in Crisis, you may be giving minute by minute updates. In cyclical the level of detail may be very deep (e.g. board reporting) but more analytical in style.

@xaprb Something common across these different comms modes is that you're generally filtering some info. So you need to think about what is known to you, but not to the execs - and then filter out what is relevant. Johari Windows are a useful framework for this en.m.wikipedia.org/wiki/Johari_wi…

@xaprb Another helpful consideration is to ask whether you are delivering info as an FYI, for advice or for a decision that only the exec can make. That can help decide what format and level of detail you go into.

@xaprb Last one is about proposing a business case: generally for this the experience I've had is that execs value people who are well prepared in thinking through 'why might this be a bad idea?' - both from a project and personal stakeholder view point.

@xaprb That means when you put an idea in front of them they will pressure test it with 2-3 of their best questions that are designed to tease out structural failures in an argument. So being able to think about ideas from a 'Red Team' view is helpful, e.g. amazon.com/Red-Team-Succe…

@xaprb Also the 6 thinking hats is very useful debonogroup.com/six_thinking_h…

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