06/03/2021
Meet Robert.
Robert is 45 years old and a project manager responsible for a team of ten.
Each month, his team has to report to the Board. There’s a tight timeframe between the end of month figures being finalised and the date when he needs to submit his report. And it is his report. He has to present it to the Board but it may not be as clear as he feels it ought to be.
Part of the problem is that he’s required to use a template. This means that each department submits their results in a consistent format. But that’s only any good if the template is fit for purpose.
People assume that the word ‘template’ means it must be good. I’ve looked at many templates over the years and that’s rarely the case. Over time, the emphasis of the report may change but the template doesn’t keep up. So people end up trying to shoehorn their data into a format that doesn’t really work.
Should Robert try something different to prove a point? Lay things out so that they’re easier to read? Focus just on the key messages that are relevant to the Board? Well, if it means his readers understand his message more easily than it’s worth a go, surely.
But how should he start? I can help by coaching Robert to decide what he has to include and, also, what he can leave out to make things clearer and more concise.
How could I help you?