Chances are very good that at one time or another, you will be asked to bring someone, or some group, up-to-date on a problem, project or proposal. More than likely, your audience will outrank you and that can be stressful.

Yet, as business and the environment in which it operates grow more complex, corporate executives find the briefing an efficient way to keep informed and a great help in reaching decisions. So there is additional pressure on you to perform well.

Because the best antidote for nervousness is preparation, these suggestions should prove helpful.

1. Define your subject. Make sure you understand what your audience expects you to cover.
2. Analyze your audience. Consider such factors as number, position, knowledge of the subject and their interest in it.
3. Gather your information. Research your subject completely to ensure the necessary content, quantity and quality. If you’ve analyzed your audience well, you can tailor your information to the group’s requirements and avoid unnecessary or misdirected research efforts.
4. State your primary goal. Reduce your reasons for doing the briefing into a concise objective, such as to inform, persuade, initiate action or any combination of these.
5. List your major points. Keeping your primary goal in mind, break the subject down to its key points.
6. Tuck your minor points under the major points. Develop the major factors, testimony, examples, analogies and other materials to support the major points.
7. Organize the information. Arrange your material in the order best suited to the audience and subject. The subject may be ordered according to chronology, pros and cons, problem and solution, cause and effect or any combination of two or more of these.
8. Develop the introduction. Prepare your opening to catch the audience’s attention and then lead into the main body of your briefing. This usually involves an attention-getting statement, rhetorical question, quotation, or some other method. Then give a brief overview of what you will be covering.
9. Develop the conclusion. Plan the final words you will be leaving with your audience. Your listeners will remember them best. Many briefings conclude with a summary and restatement of the major points.
10. If appropriate, use audio-visual aids. Where applicable, incorporate flip charts, slides, foils, graphs or models into the briefing to enhance understanding.

If you plan to read from a manuscript, practice delivering the message aloud when you have written your text. The manuscript should resemble an extemporaneous speech with short, relatively simple sentences and paragraphs, personal pronouns and occasional colloquialisms. Other helpful devices include good transitions and strong continuity.

Unblock Your Creativity
We all know that creative people are highly valued. One reason: they’re in such short supply! The ones who come through time after time have succeeded, among other things, in overcoming these common barriers to innovative thinking. Have you?

Ignorance of problems. This stems from an unquestioning attitude toward stupidity, inefficiency, custom, poor use of something, or lack of resources. If you are completely satisfied with the status quo, this barrier probably blocks you.

Inability to focus on the most important things. If you cannot break a problem down to its component parts, you are blocked by this barrier. The most important ability in being creative is the ability to analyze a problem, separate its parts, and identify the key part that needs to be changed.

You can build up idea resources by writing down thoughts as they occur to you, by viewing others’ methods with a “How-can-I-turn-that-to-my-advantage?” attitude, by really listening to people and by reading widely.

Lack of self-confidence. Idea people never sell themselves short. Don’t you do that, either. Your ideas can be as fresh and creative as those of your friends, your colleagues, and your competitors.

Keeping Your People Out Of A Rut
No one likes the feeling that there is no chance for advancement at his or her place of work.

But advancement isn’t always in the cards. Not everyone is qualified to move ahead. For one reason or another, there may be no openings in the organization in the foreseeable future. Or the nature of the work involved may be such that no advancement is realistically possible.

Under those circumstances, what—if anything—can a manager do to soften or prevent a state of hopelessness from engulfing people? One or another of these suggestions may work.

Look for hidden talent. Before throwing in the towel, look at your people’s records. Do they possess any skills that haven’t been used in their current positions, but might be applied elsewhere within the company? Ask them to tell you about their interests. These may suggest new possibilities.

How about job enrichment? Can you add to current responsibilities in some way? You may be able to incorporate related or—with some imagination—even unrelated work into an individual’s regular routine.

Can you put them “in business for themselves”? That is, can you give them a feeling of independence by granting them more autonomy in what they do? Less supervision means added prestige, status and, usually, more self-confidence too. This can be especially effective with senior employees.

Remind them of the importance of their jobs. A mundane job can be made more palatable by helping the employee see the connection between what he does and the rest of the company . . . and the connection between what the company does and the needs of the community or country.

Try improving employees’ methods. An old job can sometimes be transformed into something new and challenging in the job. Keep your eyes open for opportunities to help your people streamline their methods.

A Very Short Course In Logic
Although most of us tend to see ourselves as hard headed, no-nonsense realists who can see directly into the heart of a problem and act accordingly, many decisions are the result of habit instead of true thought.

Logical thought is more productive, for it helps you to act on the facts of the immediate problem alone. The following points will help you think about any subject within the bounds of logic.

Avoid impulsive actions. Don’t accept a solution until you have arrived at it step-by-step.

Eliminate emotions from your thoughts as far as possible. Don’t allow hope, fear, desire, bias, inclination—anything but thought—influence you.

• Assemble all the facts that are pertinent to the solution.
• Test every fact to see if it’s true.
• Examine carefully any decision or solution that seems to satisfy your own wishes.
• Challenge your first solution. Check every fact that tends to support or contradict the solution.
• Think “around” the subject. This gives you time to avoid impulsive action.
• Follow the facts alone, even if you don’t like the conclusion you arrive at.

Fifteen Common Sense Ways To Manage Your Time Better

1. Put your goals in writing. Then set your priorities.
2. Focus on goals, not activities. Your most important activities are those that help you reach your goals.
3. Set at least one important objective daily and achieve it.
4. Question all your activities. If they do not contribute to the realization of your goals, eliminate—or at least modify—them.
5. Get rid of at least one time waster from your life each month.
6. Make a to-do list every day. Be sure it includes your daily objectives, priorities, and time estimates, not just random activities.
7. Schedule your time every day to make sure you accomplish the most important things first, but leave room for the unexpected, including interruptions.
8. Set time limits for every task you undertake.
9. Make sure that the first hour of your workday is productive.
10. Take time to do things right the first time and you won’t have to waste time doing them over.
11. Get into the habit of finishing what you start. Don’t jump from one thing to another, leaving a string of unfinished chores behind you.
12. Don’t spend your time on less important things when you could be spending it on more important things.
13. Block out an hour a day of uninterrupted time for your most important chores.
14. Conquer procrastination. Whatever the job, do it now and get it out of the way.
15. Take time for yourself—time to dream, to relax, to live.,

Scared?
Managers, being human, are often fearful of someone or something: their superiors, their peers, their subordinates, error, failure. Think you’re immune? Check yourself with this brief quiz:

1. Am I indecisive because I’m afraid of being wrong?
2. Was I actually afraid of something the last time I blew my top?
3. Am I reluctant to delegate because I fear the risks involved?
4. Do I avoid contact with superiors because I’m awed by them?
5. Do I anticipate failure before I start a project?
6. Am I in the habit of underestimating my successes?
7. Am I tense in some situations (or in the presence of certain people) when I really shouldn’t be?
8. Do I feel unworthy in the face of praise?
9. Do I secretly fear losing my job?
10. When I’m disorganized, is it really because I’m afraid to get going on some project?

If any of these sound familiar, face your fear and try to understand in concrete terms what you fear—be it loss of face, a dressing down, exposure of your ignorance of some subject, whatever. Then separate the rational fears from the irrational. Once you have your rational fears out in the open, you can take steps toward eliminating them by taking action.

If, for example, you fear that one of your people may be letting you down on some job, make inquiries to see if you can help him or her. In short, there is almost always something specific you can do to eliminate the cause of your fear. And if, upon analysis, you find that there isn’t, then what’s the point in worrying over something that is beyond your control?