Ten tips for better briefings

Automotive Design & Production, Dec, 2003 by Ted Pollock

Chances are very good that at one time or another, you will be asked to bring someone, or some group, up-to-date on a problem, project or proposal. More than likely, your audience will outrank you and that can be stressful.

Yet, as business and the environment in which it operates grow more complex, corporate executives find the briefing an efficient way to keep informed and a great help in reaching decisions. So there is additional pressure on you to perform well.

Because the best antidote for nervousness is preparation, these suggestions should prove helpful.

1. Define your subject. Make sure you understand what your audience expects you to cover.

2. Analyze your audience. Consider such factors as number, position, knowledge of the subject and their interest in it.

3. Gather your information. Research your subject completely to ensure the necessary content, quantity and quality. If you've analyzed your audience well, you can tailor your information to the group's requirements and avoid unnecessary or misdirected research efforts.

4. State your primary goal. Reduce your reasons for doing the briefing into a concise objective, such as to inform, persuade, initiate action or any combination of these.

5. List your major points. Keeping your primary goal in mind, break the subject down to its key points.

6. Tuck your minor points under the major points. Develop the major factors, testimony, examples, analogies and other materials to support the major points.

7. Organize the information. Arrange your material in the order best suited to the audience and subject. The subject may be ordered according to chronology, pros and cons, problem and solution, cause and effect or any combination of two or more of these.

8. Develop the introduction. Prepare your opening to catch the audience's attention and then lead into the main body of your briefing. This usually involves an attention-getting statement, rhetorical question, quotation, or some other method. Then give a brief overview of what you will be covering.

9. Develop the conclusion. Plan the final words you will be leaving with your audience. Your listeners will remember them best. Many briefings conclude with a summary and restatement of the major points.

10. If appropriate, use audio-visual aids. Where applicable, incorporate flip charts, slides, foils, graphs or models into the briefing to enhance understanding.

If you plan to read from a manuscript, practice delivering the message aloud when you have written your text. The manuscript should resemble an extemporaneous speech with short, relatively simple sentences and paragraphs, personal pronouns and occasional colloquialisms. Other helpful devices include goad transitions and strong continuity.

Unblock Your Creativity

We all know that creative people are highly valued. One reason: they're in such short supply! The ones who come through time after time have succeeded, among other things, in overcoming these common barriers to innovative thinking. Have you?

Ignorance of problems. This stems from an unquestioning attitude toward stupidity, inefficiency, custom, poor use of something, or lack of resources. If you are completely satisfied with the status quo, this barrier probably blocks you.

Inability to focus on the most important things. If you cannot break a problem down to its component parts, you are blocked by this barrier. The most important ability in being creative is the ability to analyze a problem, separate its parts, and identify the key part that needs to be changed.

You can build up idea resources by writing down thoughts as they occur to you, by viewing others' methods with a "How-can-I-turn-that-to-my-advantage?" attitude, by really listening to people and by reading widely.

Lack of self-confidence. Idea people never sell themselves short. Don't you do that, either. Your ideas can be as fresh and creative as those of your friends, your colleagues, and your competitors.

Keeping Your People Out Of A Rut

No one likes the feeling that there is no chance for advancement at his or her place of work.

But advancement isn't always in the cards. Not everyone is qualified to move ahead. For one reason or another, there may be no openings in the organization in the foreseeable future, Or the nature of the work involved may be such that no advancement is realistically possible.

Under those circumstances, what--if anything--can a manager do to soften or prevent a state of hopelessness From engulfing people? One or another of these suggestions may work.

Look for hidden talent. Before throwing in the towel, look at your people's records. Do they possess any skills that haven't been used in their current positions, but might be applied elsewhere within the company? Ask them to tell you about their interests. These may suggest new possibilities.

How about job enrichment? Can you add to current responsibilities in some way? You may be able to incorporate related or--with some imagination--even unrelated work into an individual's regular routine.