I’ve just been pulling together documents for a loan submission, on behalf of an organization with which I volunteer. And, as I assemble the financials, the business plan, and the specific request, I’m reminded of the importance of the executive summary.

An executive summary comes at the beginning of a long document, or a document that contains a lot of information or complex information. It’s designed to help decision-makers quickly grasp the issue being raised, and more. Normally, we expect it to be no more than one page, since the decision maker can go into the attached report or docket to get details and specific information.

Executive summaries tend to be structured in such a way that they help decision makers made decisions. So a summary of the executive summary might look like this:
1.  The problem or opportunity that needs to be addressed
2.  The options (with pros and cons very concisely listed)
3.  External factors that might affect a decision
4.  Deadlines or other time issues.

Now, this is just one example of a summary. In practice, you will probably let the structure reflect the function. In other words, let the content of the full report or docket drive the structure. If your report (complete with executive summary) is not being delivered in person, you might add a cover letter to it. The cover letter need not address any of the information in the executive summary, but it could act as an introduction or to set the context for your summary and report.

Not long ago, when a supplier gave me a timeline for his service, I felt confident the work would be done, and done in an orderly way. Why? Because he gave me a timeline detailing the individual steps he’d be taking, and what dates he expected to complete them.  His timeline made me think he knew what he was doing.

Here’s another situation: You have to make a report to a client about a series of developments that have taken place since the client came on board two months ago. Not only should the report help the client understand what’s been done, but should also show the sequence in which the tasks were done.

In a situation like this, you’ll find a formal timeline helpful. A timeline refers to a chronological list of events or developments. It can show hours, days, months, or years, according to your needs, and might look something like this:

• October 1: initial meeting to discuss objectives
• October 9: preliminary list of objectives presented
• October 17: meeting to prepare short-list
• October 24: final ranking of top three objectives
• October 26: work started on Objective #1

What we’ve done here is to make the dates (or times) the focus of the report. Alternatively, you might create a report that lists your accomplishments, that focuses on the people involved, or some other relevant factor.

Timelines, when appropriate, have a number of benefits. They allow us to show that, as this example does, that one thing has to follow another. Looking at the example above, we could show why we didn’t start work on Objective #1 for almost a month after the initial meeting.

We can also use them to suggest we took a logical and methodical approach to a project. Without saying so explicitly, a timeline implies that we’ve considered the work that needs to be done, that prerequisites have been considered, and that we’re aware of deadlines.

With all of these elements working in favor of the provider (whether that’s you or someone supplying you), there’s reason for confidence. And tools that boost confidence belong in every writer’s communication tool kit.

I was at a wedding and wedding reception on the weekend, and as a result had an opportunity to watch a number of informal speeches.

Now generally speaking, I’m not about to judge an amateur speaker at a wedding reception in the same way that I’d judge a professional. Still, I was struck by the way one speaker kept his arms crossed over his chest as he spoke.

Whether you’re speaking, or the person being spoken to, avoid that posture. It projects the wrong image and makes you appear to be closed to what’s going on around you.

If you’re speaking, it appears you’re holding something back or you’re not sincere about what you’re saying. If you’re being spoken to, it appears you’re closed to the message, and not accepting what’s being said.

Crossed arms fall into the same general category of unconscious gestures as hands tightly clasped in front of the lower body (commonly done by women) or standing with hands in pockets (commonly done by men).

Of course, there are times when you might strategically cross your arms. For example, in a debate or argument, you might cross your arms to signify to others that you don’t accept what’s being said by the other side.

But, those exceptions are rare, and at all other times you should try to keep your arms at your sides unless moving them in purposeful gestures.

Sometimes, you want to make an emotional case when you’re speaking or presenting. And, sometimes, you want to make a logical case.

Here are a few tips to consider if you need to make a logical case:

1. Explain the structure of the speech before you start. For example, you might say, “Today I’ll be explaining how the new service works. After an overview, we’ll focus on the three most important issues; and then I would be pleased to take your questions.” And, to wrap up your presentation, you would reiterate the overview you began with, and touch again on each of the three points.

2. You’ll notice I said “three” points. Almost all experts recommend that your speech have no more than three points. You could cut back to two points, but don’t use four or more. In a verbal presentation, it seems our minds won’t easily handle any more than three points. If for some reason you need to make more than three points, perhaps you can group all of the individual points into three categories.

3. In setting out those three points, start with the one that’s most important. Most listeners will remember the first one best. Your second most important point should come last; that’s third, of course, if you stay with the three-points rule of thumb. And, your other points would go in the middle.

4. As you start each point, hold up the appropriate number of fingers: So, for example, when you start your second point, you would hold up two fingers (on the same hand), and say something like, “Moving to our second point…” Holding up fingers provides a visual, as well as oral, reference point.

5. Change your position after each section or point. After you finish the introduction, for example, pause and walk a few feet to one side or the other. If you started behind a lectern, move away to one side of it after the introduction and before you start on the first point. When you finish the first point, pause and walk to the other side of the lectern before starting on the second point, and so on.

6. Finally, you’ll find your logical case is better accepted if you do everything in moderation. Use pretty much the same pitch and volume throughout the presentation, for example. Similarly, mute your gestures, so that you do nothing too dramatically or too quickly.

As another swimming season comes to an end, do you wish you could do something, something quick and simple, that would save you all that cleaning time at the start of the next season? Of course, you do. We all hate spring cleaning our pools!

Here’s how you can avoid all that unpleasant work next spring: Put on a winter pool cover this fall. It’s a simple as that if you purchase a high quality pool cover. For example,  Arctic Armor winter pool covers made of tightly-woven polyethylene, a fabric which keeps out everything that could feed algae. That’s the key to retarding algae growth, and saving you time next spring.

If it’s poly, and in the sun, you’ll be concerned about deterioration over time.  But, Arctic Armor has that covered, too, with a premium UV coating on the topside that protects it against damage from the sun and the weather in general. Needless to say, you need not worry about the effects of moisture, rain, and the other elements either.

You’ll also enjoy protection around the sides, with a four foot overlap. No more tugging till you’re blue in the face, trying to get all the sides or the full circumference. Arctic Armor has you covered with this 4’ overlap. And, these covers are available for both in-ground and above-ground pools.

The covers come from a top manufacturer of pool covers, so you can count on their quality, year after year. What’s more, they back up that promise with 8, 12, 15, or 20 year manufacturer guarantees.

Arctic Armor pool covers are available from PCPOOLS, along with a range of other helpful products, including solar pool covers and safety pool covers. To speak with a representative, you can call 877.PCPOOLs (727-6657).

If you’re speaking to a hostile or unfriendly audience, you may want to use empathy, strategically. It’s not something you want to use cynically, but rather a set of tools that can help you make your case when you face an unfriendly or even hostile audience.

I’m sure you’ve seen television news stories in which the beleaguered head of some organization faces unhappy consumers, constituents, or other group. And, the results are telling. A speaker who uses empathy effectively can soothe the audience, without necessarily conceding or giving up any ground.

A number of techniques can be employed to get the audience onside. They include an apology (if appropriate) or repeated use of the phrase, “I understand.” But those are just a few of the techniques available; and for those who like to compare, speakers have a bigger empathy toolbox than writers, so let’s look at a few of those tools.

First, make eye contact with audience members. Not aggressively, of course, but respectfully and openly. Each person with whom you make one-on-one eye contact is now more likely to see you as a person doing a difficult job, rather than a bad guy representing a bad organization.

Keep your arms and hands open at all times. Spread your arms wide whenever possible, and keep your hands open, with your palms facing the audience. Avoid folding your arms across your chest (denotes being closed to other opinions) or holding them in front while you clutch your hands (denotes fear).

You can also get onside with the audience by starting behind a lectern, and then moving away from it once you get started. Standing behind a lectern (in a hostile situation) suggests you’re hiding in a fortress, while standing in front of it or to the side suggests you have nothing to hide and that you’re not afraid.

You may have other public speaking techniques to project empathy, of course, but these five will make a big difference in getting and gaining the understanding of your audience.

Now, let’s look at some ideas for gaining or expressing empathy, in a written communication context. It’s a relatively common tactic, one in which we try to identify with the thoughts, feelings, or attitudes of the person we’re writing to, or trying to get them to identify with us.

One of the most memorable moments in my brief career as a life insurance salesperson came when I watched a very good salesperson use empathy to not only defuse a hostile prospect, but also sell her a new policy.

His technique was quite simple. As she ranted and railed at what someone else in his company had done, he said over and over again, “I understand.” Not once did he argue or make excuses. He just kept taking the hits and saying, “I understand.” And, in relatively short order, he used the empathy factor to convert the lady into a friend — and client.

We can use empathy in the same way when we write. Suppose you get an angry message from a client or customer. Rather than defend yourself or correct the client, you discuss only the client’s feelings and beliefs. So, your response might start this way, “I understand how disappointed you must be that the widget didn’t work, and I’m sorry you’ve had such difficulty.”

Now, when the client gets your letter, or email message she won’t instinctively bristle; she’ll be prepared to read the rest of the letter with a relatively open mind.

Follow up, depending on the situation, with questions or new information that might help solve the problem. If it’s a common problem, then restate the instructions in a different way or in more detail. If it’s a new problem, then you’ll have to ask some questions. It doesn’t really matter which one you choose, as long as you’re making a sincere effort to help. Wrap up your letter or message with another measure of empathy, such as, “Again, I’m very sorry for your trouble, and I hope [whatever you wrote in the body of the letter] solves the problem or gets us closer to a solution. And, please don’t hesitate to get in touch again if necessary.”

I use this kind of approach when customers are concerned because they had trouble downloading a book from my website, and it works, consistently. In addition, I’ve also received many thank-you messages as a result.

In summary, use your natural instincts for empathy when it’s needed in your business writing. It can be a power tool for better business communication.

Ask anyone (including me) about business writing and you’re bound to get some absolutes. As in: you must keep it simple; you must be brief or concise; you must use short words. Unfortunately, that advice has limits.

Nothing is as absolute as the givers of advice might suggest. In my experience, at least, absolutes tend to reflect the preferences of the person giving the advice and don’t necessarily hold for everyone else and all situations.

When we write (and here’s one of my absolutes coming out), we should know about, and write for, our audience. If you write for professionals, use jargon. For example, if you’re writing for engineers, don’t hesitate to use the language they use. Non-engineers might consider it jargon, but since you’re not writing for them, it doesn’t matter. And, the targeted audience will find your writing easier to understand if it includes engineering jargon. After all, they use it themselves.

If you write how-to tips for computer users, on the other hand, avoid jargon as much as possible. Someone who subscribes to tips probably won’t understand technical language well. Instead, think in terms of everyday words, as well as metaphors and similes.

If you write for well-educated audiences, don’t hesitate to use big words and long sentences. They’ll find it easier to follow your line of reasoning if you don’t make them keep stopping and starting with a series of short sentences.

Obviously, the list could go on. But, the point remains that many so-called business writing rules can, and should, be broken if breaking them makes your message more accessible to your audience.

Increase your odds of getting good media coverage by following a few simple guidelines

First, make your headline as interesting as a newspaper headline. It should promise something new, dramatic, or timely. Make the editor or reporter want to know more. Remember, though, the claim has to be credible and relevant. One more thing: Don’t use a headline that includes a company name, as in Acme Widget Announces Perpetual Motion Machine. Instead start with the ‘news’.

Second, in the first paragraph of the body, get in what journalists call the Five Ws: Who, What, Where, When, and Why. In fact, try to get them into the first sentence, and if you can’t, at least start with a clear concise statement that summarizes the story. Of course, you won’t always be able to get all five of the Ws in the first paragraph every time, and if that’s the case, be sure you make a dramatic entrance with one of them.,

Traditionally, reporters have tried to get the essence of every story into the first paragraph because they didn’t know where, or whether, their stories would be cut (in the sense of how far they would get into the story before it ended) . So, they start with the most important information and end with the least important. That way, no matter where the story was cut, the best material stayed.

Third, write and rewrite your news release many times before ‘releasing’ it. Use active verbs and transitions (from sentence to sentence, and paragraph to paragraph). Boil down the content as much as you can; as a rule of thumb, don’t send out a release longer than two pages. Further, a one page release usually gets a better response than a two-pager.

Style in a release can count for as much as content among some reporters and editors. Given two stories of equal merit, the one with more style will almost always win.

Finally, I’m pleased to report on a new website of mine that’s gone online recently: What is a Mutual Fund? Read it to learn the basics of equity mutual funds, bond mutual funds, and more.

Ever notice how smoothly some speakers or writers move you through their speech or memo? It seems they effortlessly take you from start to finish without making you strain to follow.

Yet, while the reading may be effortless, the writing probably took some extra work and attention to detail. In fact, some writers would say you should work as hard on the transitions between ideas as you do on the ideas themselves.

To take one example, copywriting guru Joe Sugarman says the job of each piece of copy, from the headline down, is to get you to read the next paragraph. And the paragraph after that. And to keep on reading until you get to the ‘offer,’ where you’re asked to order the featured product.

To get from one paragraph to the next, or from one idea to the next, we use transitions, words or phrases that ‘pull’ the reader along, or in the case of speeches, pull the listener along.

For examples, take a look at the opening words to the second, third, and fourth paragraphs above. The second paragraph opens with ‘Yet,’ which implies that the idea you read in the first paragraph wasn’t complete. It should ‘pull’ you into the second paragraph. You’ll notice that the third and fourth paragraphs also aim to pull you along.

Later, we’ll look at ways of constructing transitions, but for now let’s focus on their strategic use.

First, and touching on an idea we explored above, transitions help ensure that readers or listeners get the complete message. For readers, in particular, it means they’re less likely to stop after reading the headline, subject line, or first paragraph.

Granted, you still need good content that compels to some degree. But, whatever the content, your chances of getting the reader to go all the way to the end of the document, to the ‘offer,’ increases significantly with effective transitions.

Second, smooth transactions allow the reader or the person listening to your speech to concentrate on the message, rather than its delivery.

You know from experience how hard it is to take in the message when each new paragraph seems to abruptly introduce a new idea. It’s a bit like driving along a street and having to stop for red lights at many successive intersections.

Third, and this relates to the second point, you’ll become a stronger writer if you use transitions. Not just because of the transitions, but because their use forces you to manage the ideas in your document or speech.

The process of starting most new paragraphs with a transitional word or phrase can’t help but lead to you to link the idea in that paragraph to the preceding paragraph.

That’s true even when you make a major shift, because in that case you’d use a transition signal of some kind. Remember “And, now for something completely different,” made famous by a movie from Monty Python’s Flying Circus?

In summary (another transitional phrase), transitions from one paragraph to another, or from one idea to another, make our communication more effective.