A written plan also communicates to others a broader scope than a verbal plan. After all, when you're writing, you can bring in past, cover present, and look into future. Or, you can illustrate your points with more detail than you can in a verbal report.

So, let's subject this article to writing test, to see if hangs together.

First, article opened with idea of looking or thinking ahead, and I assumed -- note, I assumed -- that this thinking implied future action.

Second, you'll see idea that to take action, or to get others to take action on our behalf, we need to be clear about 'what' and 'why' before we start. Of course, not every action needs this kind of launch; perhaps I should have said "For important projects...."

Third, I suggested way to get this clarity is to write it out, but in retrospect, perhaps that simply reflects my bias toward writing. Perhaps you manage well simply by thinking, and don't need to write.

Fourth, I next listed a couple of benefits that flow from writing, and looking back I see a that I had bigger projects in mind when I wrote it.

So, all in all, subjecting this article (at least first part of it) to writing process did have desired effect, and I discovered a couple of assumptions that I wasn't conscious of while writing. And, if I was writing a plan, especially a plan for a big project, those would be worthwhile discoveries.

In summary, act and process of writing down an idea will help you implement idea, because it will help uncover some of assumptions and expectations underlying your idea.

And, there's often a kaleidescope effect before a vision emerges. All sorts of information tumbles around in mind, over and over, like clothes in a dryer, until eventually a new and promising pattern reveals itself.

For example, suppose Vice President of Human Resources has just been promoted to Chief Executive Officer, and board made it clear it expects him to put his own, unique stamp on company.

He might retire to his office and spend a lot of time inside trying to think of a new direction. But, it's far more likely he'll reach out, rather than withdraw. He'll talk to staff on front lines as well as managers. He'll read everything relevant he can find in books and magazines.

As that information pours into his mind -- as communication process enriches his imagination and knowledge -- he'll start to envision possibilities. Some will be more promising than others, and he'll talk about them with others in organization. Eventually, some sort of consensus will likely emerge about most promising vision.

Those are just a couple of examples from work of CEOs, but you can see why I'm skeptical about 50% figure: There's not much about a CEO's job that does not involve communication of some kind.

In summary, CEOs may do more than communicate, but almost everything they do will be driven or influenced by communication processes inside and outside organization.