REPORT WRITING

REPORT WRITING is an important skill for change  and general management:

GREAT BOOKS ON REPORT and BUSINESS WRITING

BASICS

Your report needs a good Format and structure – it should include most of the following categories:

• Heading Page
• Content List
• Executive Summary
• Background / Introduction
• Methods
• Results
• Observations /Proposals/Options
• Conclusions and Appendices

• An Executive summaryis a real ‘must’ if your report is a really lengthy one
• An executive summary provides bullet points of all of the main elements of your report
• It gives the ‘reader’ a snapshot view of the contents
• It ensures that your main points are emphasised
• And it conveys a really professional image!
• An executive summary is easy to create once you have written the complete report

 

• The Background or Introduction section should set the scene for the reader
• It should explain why the information in the report has been put together
• It should details any problems that have been identified and the effect of any such problems on the content of your report

The METHODS section of your report should explain HOW the information has been gathered

• What were the sources of information?
• What format did any investigation take?
• Was any special documentation used to gather information?

The RESULTS section should detail the results of the exercise – the facts. These can be presented in text or tabulation format, depending on the content

• If the results are quite short they can be presented within the body of the report
• Remember that charts, diagrams or graphs can be exported from Excel or PowerPoint and embedded into the body of the report
• If, however , the results are lengthy consider if they would be better placed as an Appendix

Observations or Findings

• Observations: Sometimes presenting factual results is simply not enough
• There might be other influences that should be mentioned
• You might wish to make your own comments on the subject of the report
• Observations are not fact-based and therefore cannot be substantiated
• Observations are your views!

FINDINGS: a findings approach uses substantiated evidence to propose an option or a range of options

The RECOMMENDATION section allows you to make recommendations based on the findings of your report

• The recommendations could ,  for example  ,be for:
• Change
•  Improvement
• New Ideas /designs
•  New markets
•  Investment
•  Etc

The recommendations should be based on the findings / results detailed in the report

Conclusions describe How the implementation of your ideas and recommendations would improve, for example :   Service   Sales Reduced costs  Productivity Performance Your assessment of the outcomes Your evaluation of the benefits  It’s your chance to really ‘sell’ your ideas and recommendations to the reader!

Numbering Report Sections ·         Expect feedback on your report – this could come in writing or verbally ·         Make it easy for the ‘reader’ to feedback by numbering important sections of your report ·         Not only can you number each section but also every paragraph in a section 1.   – Introduction 1.1 – 1st Paragraph of the Introduction 1.2 – 2nd Paragraph of the Introduction 2.  –  Method 2.1 – 1st Paragraph of the Method 2.2 – 2nd Paragraph etc Appendicies  Appendices allow you to add supporting information to your report. You can attach spreadsheets, forms, questionnaires, tables,charts, articles – in fact anything that will support the content of your report By attaching an Appendix it will allow your report to flow, without  interruption Appendices are usually numbered using Roman Numerals – toget the right effect select the font style ‘Times new Roman’ anduse capital letters e.g. Appendix I, Appendix II, Appendix III etc. Impact ·         A report is compiled of many different elements ·         Always keep in mind the Impact of your report on the Reader ·         The Impact of your report will be dictated by the ‘look’ – so think about it carefully ·         The ‘look’ can help you create a positive image of the writer – YOU! GREAT BOOKS ON REPORT and BUSINESS WRITING Peter Cobbe coaching NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetingsMy career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the  Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life. I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”Specialties: Holistic / systemic approach to coaching Remote coaching via Skype and Apple Facetime Coaching for Executive performance /High Potential including C level Senior Executive mentoring First 100 days Career Coaching/portfolio lifestyle Coaching for powerful presentations Life Coaching Executive advice on staff insight surveys Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices Business/HR Strategy ,Change Leadership Communications strategy Psychometrics,NLP,Emotional Intelligence Confidence&Self Esteem Creativity coaching Independent Consulting propositions coaching Non Executive director coaching Business Report/White Paper writing Graduate career coaching Just a thought : Five frogs are sitting on a log. Four decide to jump off. How many are left?  Answer: five. Why? Because there’s a difference between deciding and doing. Mark Feldman For a free exploratory discussion on 1 to 1 or Group Session coaching contact me on: cobbep@gmail.com or via  my Linked In Profile

ELEVATOR PITCH INSIGHTS

Developing a powerful elevator pitch (or pitches)

Most people confuse elevator pitches with sales pitches, but they’re completely different. A sales pitch is a formal presentation.

An elevator pitch is a natural transition that takes place within a casual conversation

 THREE PARTS

Your elevator pitch has greater impact if it consists of three main parts:

• The Benefit. That’s the reason the customer/client might want what you’re selling.
• The Differentiator. Becomes the reason the customer/client might want to use your services.
• The Ask.That’s where you ask for a further meeting or next step- if the customer/client shows interest.

Each element in detail.

1. The Benefit

The benefit is never the product that you’re selling. It’s always the effect (“impact”) that your proposition or product could have on the customer’s/clients own business needs.

The benefit must something specifically and directly relevant to the clients business, ideally with a financial metric.

FOR EXAMPLE

WRONG:

• “I sell inventory systems.” (That’s not product, not the benefit.)
• “I sell inventory control systems that save you money.” (Benefit not specific.)

RIGHT:

• “Manufacturers use my system to reduce their inventory costs by 50%.”
• “Companies hire me to streamline their inventory, saving on average a million euros.”

2. The Differentiator

 

This is what makes you different from everyone else. If there’s no differentiator, you’re selling your industry, not your product.  There is no particular reason to buy from YOU.

Strong differentiators contain a fact that is concrete and independently measurable rather than unsubstantiated claims and opinions.

They should NEVER refer to your emotions, which are irrelevant to the customer.

 

FOR EXAMPLE

WRONG:

• “I am industry-leading and best-in-class.” (According to whom?)
• “I can save you money faster than the competition. (Says who?)
• “I am excited about providing you with best service!” (Who cares?)

RIGHT:

• “I have a patented method that delivers materials the day they’re needed.”
• “My system holds the industry record for the most money saved.”

3. The Ask

 

The worst mistake you can make in an elevator pitch is trying to close the sale or reach instant engagement.  It is too soon for that. At this point, all you want is that first but all-important fact-finding meeting, where you can assess the clients needs and mutually decide whether you can meet those needs.

.

WRONG:

• “Here’s my card. Give me a call if you’re interested.” (Failing to ask.)
• “I can send you a price quote/proposition.” (Closing too soon.)

RIGHT:

• “Since you’re interested, what’s the best way to move this forward?”

If you’ve got a strong enough benefit, and if your differentiator makes sense, you’ll probably get the meeting or progress to the next stage.

With practice, your elevator pitch can win you new clients wherever and whenever you might meet them

Example and Final Pointers to work on

 

Now, let’s pull it all together.  You want to leave a lasting impression

• Keep it conversational. You want to sound like a colleague or a consultant.
• Keep it simple. Avoid fancy words and technical jargon that might confuse the client.

Your value components relevant to the role needs and evidence of them making a difference

Component	Role needs	Your value
Your benefits
Your differentiator
Your ask

4. OTHER INSIGHTS

• Keep the pitch succinct and clear, with as few words as possible.
• The pitch should be easily understood by a layman, rather than filled with acronyms and industry terminology.
• What problem does your business solve, and what can you do for your target audience?
• Spell out what makes you qualified to do what you do, without using buzzwords like “outside the box” or “synergy.” Using credibility-driven words like “certified” will help sell you.
• Keep your pitch broad; don’t go into too many details.
• The pitch should be tangible and easily grasped by your audience.
• Each target audience is different. The pitch should be tailored to the listeners.
• No matter how many versions of your pitch you have, they should all convey the same basic message.
• Start the conversation, and gradually hook your target..

Put yourself in the position of the listener. Shape the value message as a solution to a problem, and keep away from jargon. Talk about how you offer a solution to the problem without getting into detailed mechanics of how it works, or why it’s better than the competition. Don’t tie up every loose end — leave openings for questions.

Several examples:

– “I work with people who are struggling to sell their products or services into large corporate accounts.”

– “I help small businesses win big contracts with large corporate customers.”

– “I help technology companies who struggle launching important new products into the market and want to improve their time-to-profitability.”

 

Essential Elements of a Powerful Elevator Pitch

 

• Your pitch should take no longer than 30-60 seconds.
• Clear. Use language that everyone understands. Don’t use fancy words thinking it will make you sound smarter. Your listener won’t understand you and you’ll have lost your opportunity to hook them.
• Use words that are powerful and strong.
• Use words that create a visual image in your listeners mind. This will make your message memorable.
• Tell a Story. A short story, that is. A good story is essentially this: someone with a problem either finds a solution or faces tragedy. Either type of story can be used to illuminate what you do.
• A great elevator pitch is aimed for a specific audience. If you have target audiences that are vastly different, you might want to have a unique pitch for each.
• Goal Oriented. A powerful elevator pitch is designed with a specific outcome in mind. What is your desired outcome? You may have different pitches depending on different objectives. For instance do you want to: make a sale, gain a prospect, enlist support for an idea, or earn a referral.
• Has a Hook. This is the element that literally snags your listener’s interest and makes them want to know more.  This is the phrase or words that strike a chord in your listener.

PETER COBBE – NOW ACCEPTING NEW CLIENTS : Coaching and Consulting  via Skype / Facetime / 1 to 1 meetings

cobbep@gmail.com

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

Specialties: Holistic / systemic approach to coaching

Business/HR Strategy ,Change Leadership
Communications strategy

Remote coaching via Skype and Apple Facetime
Coaching for Executive performance /High Potential including C level
First 100 days
Career Coaching/portfolio lifestyle
Coaching for powerful presentations
Life Coaching
Executive advice on staff insight surveys
Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices

Psychometrics,NLP,Emotional Intelligence
Confidence&Self Esteem
Creativity coaching
Independent Consulting propositions coaching
Non Executive director coaching
Business Report/White Paper writing
Graduate career coaching
Just a thought :

Five frogs are sitting on a log.
Four decide to jump off. How many are left?

Answer: five. Why? Because there’s a difference between deciding and doing.

Mark Feldman

INSIGHTS ON BOARD PRESENTATIONS

Members of boards are generally very smart, experienced, and successful professionals. They are interested in facts, well-developed ideas, and plans.

They usually grasp ideas and issues very quickly and ask penetrating questions. In addition, board members are often very busy and don’t like to waste time.

They want and expect concise presentations as well as crisp and accurate responses to difficult and complex questions.

 

Your response?

1.Prepare Your Mind

The purpose of a board presentation is to provide clear, concise, and compelling information so that the board can make strategic financial decisions for your company or organisation.

To make an effective board presentation, you need to deeply understand the issues, and present them easily, smoothly, and concisely at differing levels of detail.  

You need to be able to think on your feet and respond to difficult questions (and possibly difficult questioners) in a clear, concise, and compelling manner.

Make no mistake; board members are evaluating your abilities based on your communication skills as much as they are evaluating the information you present.

So, the stakes are high. Whilst poor board presentations can potentially damage your career if delivered successfully they will help advance your career.

Position it as an incredible opportunity to show off your skills. You were chosen, not someone else, to make this presentation and that means that whoever invited you believes in your abilities to make a fantastic presentation.

 

2.Understand Expectations

Next, it is important to understand why you were invited and what you are expected to deliver. Be clear about the stated and perhaps unstated goals of the presentation. Ask what possible reactions or objections might be and from whom. Your sponsor /mentor wants you to be successful so they should be willing to do what it takes to help you understand the exact purpose and agenda for your presentation.

 

3.Develop Your Board Presentation Template

 

As with any critical communication, you need to be able to boil down your thoughts into one core message. Use this thinking to develop your own template adjusted for your organisation and the challenge implied to deliver a powerful board presentation.

Consider using a single-page board presentation template that has a space in the centre for your core message surrounded by lines for your three or supporting key points with empty bullets for your two or three forms of support. 

First, create your core message based on the “what and why now” you have learned.

The core message should be one or two simple sentences stated in clear language. It might take some time to get this worded correctly, but it’s worth the effort.

Once you have the core message, the next step is to define 3 or 4 (and only 3 or 4) key points that support your core message.

If you can’t distill your work into a few ideas, then you haven’t worked hard enough to sharpen your messaging.

Then, for each of your points, you should put together 3-4 different forms of support.

Remember, that support for your key arguments comes in many forms including: financial or statistical evidence, research conclusions, stories, testimony, analogies, etc.

You won’t use all the forms of support in your planned presentation.

Choose your best evidence for the presentation while keeping the others in reserve to address questions or concerns.

Finally as with all great communication consider three aspects:

What do you want the board members to   FEEL, THINK and DO?

If you would like help with a specific board presentation contact me to discuss specific ,customised coaching

cobbep@gmail.com

NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

Specialties: Holistic / systemic approach to coaching
Remote coaching via Skype and Apple Facetime
Coaching for Executive performance /High Potential including C level
First 100 days
Career Coaching/portfolio lifestyle
Coaching for powerful presentations
Life Coaching
Executive advice on staff insight surveys
Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
Business/HR Strategy ,Change Leadership
Communications strategy
Psychometrics,NLP,Emotional Intelligence
Confidence&Self Esteem
Creativity coaching
Independent Consulting propositions coaching
Non Executive director coaching
Business Report/White Paper writing
Graduate career coaching
Just a thought :

Five frogs are sitting on a log.
Four decide to jump off. How many are left?

Answer: five. Why? Because there’s a difference between deciding and doing.

Mark Feldman