Team Communications
How to Triumph Over The Agony of Writing Memos
By Heidi Croot
Mar 16, 2007 - 9:57:25 PM

Q: I would rather walk barefoot on live coals than write memos, or any kind of business correspondence. It takes me forever and I’m never sure the finished product works. Got any tips?  

A: Sure do. I’ve got five of them. But first, know that you’re not alone. Blank computer screens have paralyzed countless would-be business writers. How we envy those people who effortlessly scribble out their memos, letters and reports!  

The Not-So-Magic Magic Formula

Well, here’s a news flash. People who write memos “effortlessly” use a magic formula available to everyone: planning and preparation. Some do it in their heads – comes with practice. Others prefer to plot it out on paper. When you take the time (sometimes very little time, sometimes a lot, depending on the complexity or sensitivity of your topic) to think through what you want to say before facing that blank screen, the memo will practically write itself – whether it’s three pages or five lines long.  

Here’s the Clincher

Memos have two basic functions: to share information that will help people improve their performance, or to ask people to do something – i.e. call them to action. Either way, you want your readers to accept your message. You want to engage them. That’s an important premise. Why? Because if there is any real magic to writing memos, it is this:  

People need five pieces of information before they will buy into what you’re telling them.  

Without those five pieces of information, readers can’t move forward. If you’ve missed a big, blatant dot, you may alienate readers who believe you’re withholding information. If you’ve missed a less obvious dot, you risk leaving readers with niggling, below-the-surface questions. Connecting the dots provides readers with a whole picture. It removes the hidden roadblocks in your readers’ path – it allows them to say “yes” to what you want them to do.  

As for you, disciplining yourself to connect those five dots will catapult you toward clear, compelling memos that do what you want them to do. The dots also tend to automate the writing process, thereby simplifying and speeding up the experience. No more bare feet on live coals!  

My prediction: you’ll be amazed at how the dots begin to infiltrate your thinking and shape not only your written correspondence, but your oral communication as well.  

Connecting the Five Dots [1]  

Prior to writing a memo, grab your scratchpad and either list or “mindmap” [2] the points you want to make in your memo. All you have to do is make sure your points address each of the five dots.    

Dot 1: Provide Context, or the Big Picture

Context is about giving your reader perspective. It’s the framework or big picture for your topic. It explains “why.” It makes sense of everything else, and is the foundation for change. It gives people a reason. Without it, people lack an argument for doing things differently. You want readers to say, that makes sense…I may not like what I’m reading, but it does make sense. Ask yourself:  

• What is driving this announcement or this change?  

• Think beyond your department – think about the outside influences affecting you. 

Examples :   We reorganized our department in response to a critical nursing shortage that is affecting the health care sector. Or, we are changing this process because we found out it was unintentionally having serious consequences for another part of the company. Or, we are introducing this program because competition has eaten into our profits, and the program will help us save $X over 12 months.  

Dot 2: Link Your Message to Your Vision   (or Strategy)

Likely your organization has shared its vision – its roadmap, or picture of the future – with all employees. A vision is the picture on the front of the jigsaw puzzle box. You need to describe that picture, so people understand where they’re headed. Then close the loop by explaining how your announcement or change will help everyone get there. People appreciate consistency. By making the connection clear and visible, you make the vision real and achievable, you build a sense of pride and momentum, and you boost your credibility. Ask yourself:

• How does this announcement or change step us closer to our vision?

• What will the finished product/service look like?

• What are we trying to achieve?

• Which elements of the vision are we targeting?

Examples : We are reorganizing our department so that our customers have an easier time knowing who to call – a change that we believe will contribute to our vision of “achieving optimum levels of service quality and customer satisfaction.”  

Dot 3:   Address WIIFM (What’s In It For Me?)

WIIFM addresses the reader’s stake in the action. How will they share in the gain? People are motivated by different things: make sure your memo addresses as many of the benefits to your readers (that’s to your readers, not to you, not to the organization, not to the Board of Directors) as makes sense. You can always find a way to link people to your message – whether it’s fostering a sense of higher purpose, excitement about learning something new, or interest in a given task. Ask yourself:

• How will the reader benefit from this?

• What will the reader enjoy in return?

• What could the reader feel good about?

Examples :   The new form is significantly shorter and a lot more user friendly; we expect you’ll be able to complete it in half the time. Or, our department reorganization will make it easier for you to get the face-to-face time you need with your internal clients. Or, we’re shifting some offices around so we have an additional meeting room for your team meetings. (You may want to consider writing more than one version of your memo to address the information needs of different audiences.)  

Dot 4:   Describe People’s Role

When people know what’s in it for them, another dot is connected. But knowing that requires knowing what they need to do in order to share in the gain. That’s called role. People need to know what your message means to them in their situation. This helps them to connect to the big picture in a relevant way. Spell it out. Ask yourself:

• What do your readers need to do differently in their role?

• What are your readers’ (new) responsibilities or accountabilities? 

Examples : Here are instructions on how to use the new sign-on code. Or, effective immediately, Englebert Humperdink is the one you should be calling for investor relations information. Or, I would ask for your patience and understanding as we try to make this work. Or, the new procedure for submitting benefits claims is… Or, the way you can help is by…  

Dot 5: Remove Barriers and Provide Support

People want to win and need support in order to be able to deliver. Establishing goals and providing the resources needed to achieve the goals sends consistent messages. Support comes in many forms. Ask yourself:

• What basic information will you provide your readers in support of your call to action, and that will help them make decisions?

• What tools?

• What equipment?

• What technology?

• What training?

Examples : If you have questions about the document, we promise to get an answer back to you within two hours. Or, before we withdraw the service, we will help you develop your skills so you don’t miss a beat in meeting your customers’ needs. Or, before you are asked to submit the new report, we will upgrade your software with the required codes. Or, here are two sample letters you can use when communicating the rate increases to your customers.    

How to Put it All Together  

Once you know what you’re going to say about each of the dots, all that remains is sequencing them in your memo. Here are some tips:

• You could write your memo using the same sequence we used to describe the five dots – context, vision, WIIFM, role and support – but you don’t have to. Just make sure all five dots are represented somewhere in your memo.

• Choose one of any number of ways to prioritize your list of messages:

• which points benefit your readers most

• steps to be followed (first this, then that, etc.)

• most to least important

• problem and solution (how can…? This is how…)

• question and answer

• Start the memo with information of interest to your readers, not to you.  

• Continue standing in your readers’ shoes as you write, not your own.

• Use the word “you” as often as possible.

• Always say please and thank you, especially if you’re making a request.

• Be yourself and use everyday language. Pretend you’re talking to a friend at your favourite restaurant.  

• Encourage! Make the reader happy about doing the thing you suggest.

• Avoid humour. No faster way to get in trouble.  

• Use short paragraphs. [3]

• Write clear, direct, factual sentences. [4]

Benefits to You of Writing an Effective Memo  

When you connect all the dots for your readers, you’re showing respect for them, their intelligence, and their right to understand why they’re being asked to embrace or do something. You reduce frustration and improve your leadership image. This fosters a positive culture – a great place to work – where people see themselves as team players willing to try their best and improve their performance.    

Want Proof?

The cost of disengagement

Disengaged at work? Such workers cost billions, a study concludes.

The Gallup Organization, a Princeton, N.J., consulting concern, found 19 percent of about 1,000 workers surveyed meet its definition of “actively disengaged.” They complain they don’t know what is expected of them, don’t have the materials to do their jobs and can’t get the attention of their bosses. Gallup says actively disengaged workers, based on their numbers, salaries and productivity, cost anywhere from $292 billion U.S. to $355 billion U.S. a year.

Gallup arrived at that cost by crossing its poll results with survey data from its consulting practice. Disengaged workers miss more days and are less loyal, says James Harter, a Gallup senior research director.  

Source: The Globe and Mail (Toronto), Wednesday, March 14, 2001  

Happy dotting!  

© Heidi Croot