Throughout my adult life I've always kept a notebook to write down everything that came to my mind. Random ideas for projects and articles, problems and solutions, schemas and drawings, lists and tasks. Whenever I get stuck with a project I will open my notebook and start writing everything down, breaking down the complexities of the task into smaller less terrifying chunks, pinpointing the most problematic parts. In most cases putting it all on paper gives me the clarity needed to jump the hurdle and move forward with the project. I think it often comes down to a problem being too complex to fully fit in my mind. By writing it down I make the notebook an extension of my limited short-term memory. It's a bit like swap memory when you run out of RAM – it's significantly slower, but can save you when the memory requirements of the task exceed what's immediately available.
> Communication can be frustrating. Sometimes it is like tapping out a song you have in your head and expecting another person to immediately know the tune.
Such a great, succinct description of this problem.
I feel that this is also a strong prerequisite for companies that do well at remote work and those who don't.
If you have a leader who is a clear and strong communicator via their writing, it turns out that clear and strong writing becomes a highly prized asset in the company, and people who are very good at communicating their thoughts in that way tend to do much better with remote work setups ... Leaders who constantly want to get everybody in a room, hold a meeting or talk though it (emphasis on constantly) ... spread that mindset through the company, and as a result have a culture that's much less accustomed to doing remote well ... just my anecdotal observation
Leaders need to learn the skill of "Diversity" in writing. You need diversity in writing. Based on situation one needs to be either succinct or elaborated or aggressive or indicative or crystal clear or write for masses or etc, etc.
The large tech company I work for puts a lot of emphasis on writing. Here are a few suggestions:
1. If you want people to read what you wrote and give you feedback, conciseness is important. We have a general rule of thumb that it takes people 30 minutes to read 4-6 pages of terse material, and it takes roughly an hour to then discuss it. As a result, pretty much all our docs are 6 pages (in the main body; appendixes might be added but are written in a way so that the doc stands on its own without them).
2. For many forms of (non-fiction) communication, the inverted pyramid is a helpful way to structure your thoughts. People are most likely to read the beginning of something, When we read the whole thing, we're more likely to pay more attention to the beginning. It's important then to get the most important information in the beginning, with supporting details as you go.
3. Know the audience, and focus on why the audience should care. If it's not clear why the audience would care, try rephrasing or restructuring to focus on the part they actually would care about.
4. Do lots of iterations. Get feedback from others. You can also iterate on your writing yourself: I find that when I write something and come back to it later, I'm better at finding issues. In order to do a lot of iterations, that means you need to plan out your time. In my company, we often kick-off the doc writing process with a "working backwards" schedule: we're presenting to such-and-such VP on Day X, so we have to have a rough draft of the whole doc on Day Y, so we have to have drafts of individual pieces by Day Z.
5. Be aware of what kind of thing your writing. I'd say 75% of my writing, my audience is myself: I'm writing in order to work through thoughts. I approach that differently when I'm writing something for review by teammates, which I again approach differently from a doc written for other groups.
In business writing, the Pyramid principle (a method formalized at McKinsey) is often used. It's the exact inverse of academic writing where you start with foundations and build up arguments.
The author also proposes combining this with the Rule of 3 -- not more than 3 items (arguments, ideas, bullets) in a group. I've used these techniques in real life and can vouch for their effectiveness.
I've found my writing has stagnated due to lack of feedback. Unfortunately my friends and family don't seem interested enough in my writing to engage with it.
For business writing, peers/colleagues will rarely turn down a request to proof/edit/comment on a document. We’ve brought more focus on narrative writing in the last 3 years (and even more in the last 7 months).
People who invest time in refining a doc before the main meeting tend to get better results in the meeting. It’s not subtle and the acts of asking for help and helping each other out seem to forge mutual reliance and a sense of being on the same team (plus the company gets a better doc and meeting).
[+] [-] karolkozub|5 years ago|reply
[+] [-] qrbLPHiKpiux|5 years ago|reply
[+] [-] gww|5 years ago|reply
[+] [-] corytheboyd|5 years ago|reply
Such a great, succinct description of this problem.
[+] [-] trustfundbaby|5 years ago|reply
If you have a leader who is a clear and strong communicator via their writing, it turns out that clear and strong writing becomes a highly prized asset in the company, and people who are very good at communicating their thoughts in that way tend to do much better with remote work setups ... Leaders who constantly want to get everybody in a room, hold a meeting or talk though it (emphasis on constantly) ... spread that mindset through the company, and as a result have a culture that's much less accustomed to doing remote well ... just my anecdotal observation
[+] [-] zerop|5 years ago|reply
[+] [-] alexashka|5 years ago|reply
There is no need to learn it, it will happen on its own. If you want to be good, you will write and you will become interested in being better at it.
Which begs the question, why aren't leaders already good at writing? Answer me that mister :)
[+] [-] djohnston|5 years ago|reply
[+] [-] jkingsbery|5 years ago|reply
1. If you want people to read what you wrote and give you feedback, conciseness is important. We have a general rule of thumb that it takes people 30 minutes to read 4-6 pages of terse material, and it takes roughly an hour to then discuss it. As a result, pretty much all our docs are 6 pages (in the main body; appendixes might be added but are written in a way so that the doc stands on its own without them).
2. For many forms of (non-fiction) communication, the inverted pyramid is a helpful way to structure your thoughts. People are most likely to read the beginning of something, When we read the whole thing, we're more likely to pay more attention to the beginning. It's important then to get the most important information in the beginning, with supporting details as you go.
3. Know the audience, and focus on why the audience should care. If it's not clear why the audience would care, try rephrasing or restructuring to focus on the part they actually would care about.
4. Do lots of iterations. Get feedback from others. You can also iterate on your writing yourself: I find that when I write something and come back to it later, I'm better at finding issues. In order to do a lot of iterations, that means you need to plan out your time. In my company, we often kick-off the doc writing process with a "working backwards" schedule: we're presenting to such-and-such VP on Day X, so we have to have a rough draft of the whole doc on Day Y, so we have to have drafts of individual pieces by Day Z.
5. Be aware of what kind of thing your writing. I'd say 75% of my writing, my audience is myself: I'm writing in order to work through thoughts. I approach that differently when I'm writing something for review by teammates, which I again approach differently from a doc written for other groups.
6. Maybe a bit controversial in some circles, but: Strunk and White (https://www.amazon.com/Elements-Style-Fourth-William-Strunk/...). It's a short book, and even if you don't do everything in it, the focus on clarity and succinctness is still useful.
[+] [-] wenc|5 years ago|reply
https://medium.com/lessons-from-mckinsey/the-pyramid-princip...
Quote:
1. Start with the answer first.
2. Group and summarize your supporting arguments.
3. Logically order your supporting ideas.
The author also proposes combining this with the Rule of 3 -- not more than 3 items (arguments, ideas, bullets) in a group. I've used these techniques in real life and can vouch for their effectiveness.
[+] [-] mooreds|5 years ago|reply
where he talks about tips and tricks for journalling and how it makes you a better writer.
[+] [-] jugjug|5 years ago|reply
[1] https://www.goodreads.com/book/show/20821371-the-sense-of-st...
[+] [-] syndacks|5 years ago|reply
[+] [-] eb3c90|5 years ago|reply
[+] [-] sokoloff|5 years ago|reply
People who invest time in refining a doc before the main meeting tend to get better results in the meeting. It’s not subtle and the acts of asking for help and helping each other out seem to forge mutual reliance and a sense of being on the same team (plus the company gets a better doc and meeting).
[+] [-] badatcoding|5 years ago|reply
[+] [-] kliments|5 years ago|reply
[+] [-] mensetmanusman|5 years ago|reply
I mindmap instead of write to manage complex idea nodes. (ithoughts for the win!)
[+] [-] wombatmobile|5 years ago|reply
[+] [-] a4444f|5 years ago|reply