Why Write Down Your Ideas?

Written by Robert F. Abbott

Whether you're a manager, professional, or entrepreneur you need to think ahead. When you do it in a formal sense, it's called it planning, when you do it informally it's something like speculating.

Whether you're planning or speculating,repparttar exercise represents justrepparttar 148606 tip ofrepparttar 148607 iceberg. Forrepparttar 148608 plans or scenarios to amount to something, they have to be implemented. In turn, that usually involves other people.

Which takes us torepparttar 148609 subject of communication: How do you convert those ideas in your head into instructions or position papers or even real plans?

I recommend writing, as inrepparttar 148610 sense of spending at least a few minutes to putrepparttar 148611 ideas to paper. Several benefits come out ofrepparttar 148612 writing process:

First, you'll force yourself to clarify what you're doing and what you want others to do. As long as an idea remains in our heads, it's not made accountable, so to speak. We don't subject our ideas to rigorous scrutiny when they're just thoughts.

But, when we write out an idea,repparttar 148613 strengths and weaknesses show up rather quickly; we force ourselves to look atrepparttar 148614 idea more critically. When I wroterepparttar 148615 publishing plan for Abbott's Communication Letter, for example,repparttar 148616 writing process uncovered many key issues.

But, writing it down assumes even greater importance when we need to communicate with others. Since most thoughts forrepparttar 148617 future are inherently complex or uncertain, a written version of your plan enables you to explain much more.

As you've probably noticed, you can't really deal with much complexity verbally, unless you're making a speech or presentation. In face-to-face communication, for example, a train of thought often gets derailed by questions or interjections byrepparttar 148618 other person.

Communicating CEOs

Written by Robert F. Abbott

I see a PR firm has done a survey onrepparttar amount of time Canadian CEOs spend on communication, and found they spend almost half of their time on communication.

I think we're supposed to be impressed that CEOs spend that much time on communication. But, quite frankly, what else does a CEO do? And, if you consider both direct and indirect communication, wouldn't that be more like 90%?

So, what do CEOs do, and how much of that involves communication of one kind or another?

Well, they make decisions. But before they make them, good CEOs get information from specialists in their organization. They also may check other options by reading newspapers and magazines, attending conferences, and talking to their peers. All of which involve communication.

For example, let's say a CEO must decide whether or not to launch an important new product line. Before she makes that decision, our CEO will have had discussions with, and reports from, senior members ofrepparttar 148400 sales department. She will also considerrepparttar 148401 country's economic outlook inrepparttar 148402 coming months and years, talk to others about what competitors might do, and reviewrepparttar 148403 financial implications withrepparttar 148404 VP of corporate finance.

It's all about gathering, distilling, and transmitting information: what we call communication.

Turning to another CEO function, what about envisioning a new future forrepparttar 148405 organization and developing a strategy based on it? Again, communication can't be taken out ofrepparttar 148406 mix.

After all, you can't just pick a vision out ofrepparttar 148407 air. It'srepparttar 148408 outcome of reflective thinking combined with information, knowledge, and insight. All of which come from communicating.

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