You Have Something Important to Say. Make It Land.

You’ve done the research. Checked the numbers. Considered the consequences. You know what needs to happen, and you’re ready to explain why.

Then someone says, “Can you give us the short version?”

Ouch.

Your carefully prepared explanation hasn’t even reached the good bit. You’re still setting the scene, introducing the supporting characters, and explaining why the spreadsheet has seventeen tabs.

Meanwhile, your audience is waiting for the point.

Sound familiar?

Don’t Make People Dig for the Message

When we care about our work, we want people to understand it. So we give them background. Then more background. Then a little background on the background.

Our recommendation eventually appears, somewhere near the end, wearing sensible shoes and looking slightly apologetic.

By then, attention may have wandered.

A clear opening gives people a reason to listen to the details that follow. Try:

“We need a decision on the supplier today. Waiting another week could delay the project, and I recommend we proceed with the second option.”

Now your audience knows what the conversation is about, why it matters, and where you stand.

You’ve given them a thread to follow.

Being Brief Takes Judgment

“Keep it short” can sound like an invitation to leave out anything complicated.

But strong communication requires careful choices. Which facts help this audience understand the issue? Which details affect the decision? What uncertainty do they need to know about?

You can offer a concise recommendation and still explain the limits of your evidence.

“The results suggest we should expand the pilot. However, we haven’t tested it during our busiest period, so I recommend a phased expansion.”

That is brief, useful, and honest.

And it gives people something better to discuss than, “Where are we going with this?”

Four Questions Before You Speak

Before your next important meeting, email, or presentation, ask yourself:

• What’s my point?

• Why does it matter to these people?

• What do I recommend?

• What am I asking them to do?

That last question deserves special attention.

How often do we finish with “Any questions?” when what we actually need is approval, a named owner, additional resources, or a decision by Friday?

Questions are welcome. An explicit request helps people understand what happens next.

“I’m asking you to approve the revised timeline today so we can notify the team tomorrow.”

No treasure map required.

You Can Be Direct and Still Be You

Some people hear “executive communication” and imagine they need to become terribly formal.

Out comes the corporate vocabulary. Every sentence acquires a strategic imperative. Someone starts leveraging something.

Please put the jargon down. Carefully. Nobody needs to get hurt.

You can be warm, approachable, and clear. You can acknowledge another person’s concern while holding your position. You can say, “I don’t know yet,” and follow it with a credible plan to find out.

Authority grows when people can understand your thinking and trust your judgment.

Try This Before Your Next Conversation

Choose one message you need to deliver this week.

Write your point, its significance, your recommendation, and your request. Then say them aloud.

Listen for the places where you ramble, soften the message unnecessarily, or use words you would never say over a cup of coffee.

Revise. Say it again.

Your goal is a message that sounds like you, with its purpose clearly in view.

Your knowledge has value. Your perspective deserves a hearing. Give people a clear way to understand it, question it, and act on it.

That’s communication with impact.

Learn and Grow with LG3. Learn it. Grow It. Own It.