The summary.
PUT THE PURPOSE FIRST IN ANY MESSAGE
Recipients decide within seconds whether to continue. Make any action required unmistakable: who, what, by when.
Written messages read colder than intended, particularly when brief.
ASK WHETHER A MEETING COULD BE A WRITTEN UPDATE
Most could be, and are held from habit.
Circulate the agenda beforehand so the meeting discusses rather than informs, and record decisions, owners and dates — not a transcript.
A meeting without recorded actions produces nothing.
AGREE IN ADVANCE WHAT HAPPENS IF SOMEONE FALLS BEHIND
It is far easier than addressing it in the moment. And if you are behind, say so early — others can adjust to warning, not to surprise.
IN DISAGREEMENT, SEPARATE THE POSITION FROM THE PERSON
Positions conflict more often than underlying interests do.
FEEDBACK SOFTENED TOO FAR LEAVES THE PERSON UNAWARE ANYTHING WAS WRONG
Be clear and be kind. Those are compatible.
IN NEGOTIATION, KNOW WHAT YOU WOULD DO WITHOUT AGREEMENT
That determines your actual position. And urgency is a tactic — take time.
TELL SENIOR PEOPLE ABOUT PROBLEMS BEFORE THEY HEAR ELSEWHERE
The surprise is worse than the problem.
