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Moon - How to Make an IMPACT: Influence, inform and impress with your reports, presentations and business documents

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Moon How to Make an IMPACT: Influence, inform and impress with your reports, presentations and business documents
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Every once in a while, simple ideas change business forever - this book is full of such ideas. A must-read if you want to do something about all those impenetrable reports, slides and information packs. This book has all the answers and will redefine how you think about business documents. Dominic Burke, Chief Executive, Jardine Lloyd Thompson Group plc This is a vital topic that has been sorely neglected. Jons book changes that. It is crammed with new ideas that are creative, thoughtful, yet practical and relevant for all disciplines of business. Essential reading for everyone in business! Dr Jikyeong Kang, Professor of Marketing and Director of MBA Programmes, Manchester Business School Ive seen Jons talk and his ideas are full of originality and wisdom. Many ideas are stunningly simple, others are mould-breaking. He takes preconceived thinking and turns it on his head. Your business reporting will never be the same again. Michael Izza, Chief Executive ICAEW STRAPLINE: Clear information shows clear thinking, and clear thinking informs, influences and impresses. How often do you stare at uninviting and confusing presentations, notes, reports and information packs? And get nothing out of them? But it doesnt have to be like this. We can all produce amazingly clear work that has incredible impact - if only we knew how. This book shows you how. Itis full of ideas, tips and principles that are simple and easy to implement, yet brilliantly effective. You will never look at a business document in the same way again. And your work will impress the people that matter and get the results you want.

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About the Author

Jon Moon trains businesses to show information clearly. He has delivered courses at leading UK business schools and to major companies such as AIG, Unilever and Royal Bank of Scotland. He has also presented to the charity sector, to senior civil servants for the training function of the UKs Cabinet Office and has worked with the Institute of Chartered Accountants.

Previously, Jon was Finance Director of an insurance company and Partner in a FTSE 250 company working on acquisitions, strategy reviews and competitor analysis. He has travelled 100,000 miles investigating frauds. He writes regularly for the accounting, HR and insurance trade press.

Jon lives in London with his wife and two young children and plays the drums badly. For more information, see www.jmoon.co.uk

Brief contents Contents Acknowledgements I got a lot of help writing this - photo 1
Brief contents
Contents
Acknowledgements

I got a lot of help writing this book. It covers a wide range of topics and is relevant to many different types of practitioner sales, marketing, finance, HR, executives, and so on. Because of this Ive called in many favours and sent draft chapters to lots of people for their insight. So at the risk of my sounding like a long Oscar acceptance speech, I am incredibly grateful to Catherine Galvin, Joanna Green, Paul Greenhill, Izabella Grzyb, Chris Jones, Anders Kvan, Jonquil Lowe, Richard Moon (my brother), Ed Percival, Robin Williams, John Scriven and Claire Thomson. They all gave their time and knowledge unstintingly and helped refine this book by an embarrassingly large amount.

My publisher, Liz Gooster, was a constant source of ideas and support and helped keep me on the straight and narrow with the lightest of touches.

Also, Robin Wade gave me great help on the legalities of publishing deals and Judith Castle (my sister) helped me with a regular writing retreat away from distractions.

I owe a great intellectual debt to those authors who originally inspired me and made me realise these topics are more than just common sense. The first was Edward Tufte and his books The Visual Display of Quantitative Information and Envisioning Information . Then there is Professor A.S.C. Ehrenbergs A Primer in Data Reduction which had 12 great pages on constructing tables and showing numbers; his ideas kickstarted many of the tips and methodologies that I developed for Chapters ). Finally, in The Non-Designers Design Book , Robin Williams set out the four design principles I mention in the chapter on document design. She was also kind enough to review that chapter.

I am also grateful to JLT Group plc where I worked for ten years in a role that was varied enough to try new ideas (fraud studies, competitor analysis, acquisitions, strategy studies and more). And it was varied enough to see how others showed information I saw work from many different continents, companies and industries.

Finally, there is my wife Joan. She has been a constant sounding board for new ideas. She has reviewed chapters. She has kept my feet on the ground when I get over-confident and, much more often, she has picked me up when doubts creep in. She has coped magnificently whenever I retreated into my study to blast out a few more pages. I owe her a huge holiday.

To everyone that helped, thank you for your time, support and wisdom.

Introduction
Information is not power. Clarity and impact is.
  • The benefits of clarity and impact
  • Why so much information is poor
  • What you will get from this book
  • Some other pointers about the book
  • How to save time implementing these ideas

Confusion, its just utter, utter confusion.

Tony Hancock, The Rebel

The benefits of clarity and impact

I once did a note for a confused CEO. His company had done several months due diligence to see whether to buy a group of companies, yet he was struggling to see whether to do a deal and on what terms. The problem wasnt too little information during the due diligence, hed received lots of weighty reports. And the problem wasnt insufficient executive summaries hed received lots of those too. The problem was: hed received information that was poorly presented, poorly structured and poorly written. It didnt inform.

The CEO asked me to review the information and fixed a time for us to meet. However, it coincided with my sons School Sports Day, so I gave him my apologies and instead sent a three-page note of my thoughts. The thoughts werent technical. They werent new either. Theyd all been seen in previous reports and notes. But they were clear.

And because Id used many of the principles in this book, the note didnt just have clarity, it had impact .

It clarified and galvanised. Within two days, hed called off, then drastically renegotiated the deal and I saw my son win the Hoop and Hat race. Clear information saved the company a lot (millions of pounds) and saved me enough time to go to Sports Day.

It shows that neither one-page notes nor 100-page packs were enough. What was needed was information that had clarity and impact.

Clear work gets results . Your documents and analyses get read; they are more inviting for readers. People understand and absorb your points faster. Youll help them reach better decisions more quickly.

Also, your business proposals are more likely to succeed decision-makers look more favourably on proposals they can quickly understand. Clear information shows clear thinking, and clear thinking impresses.

Why so much information is poor

Every day, so many of us grapple with unclear information. We wade through uninviting documents crammed with impenetrable bullet points, graphs and tables.

It wastes so much time, and also leads to bad decisions. Ive heard that managers post-rationalise their decisions, that they reach them based on intuition and then look selectively at the information to support their hunch. Im not surprised. They have to resort to intuition simply because they cant make head nor tail of the information they get sent.

When were confused, we often dont even admit it. Just as in The Emperors New Clothes , we dont want to seem stupid. We rationalise away our confusion. We blame ourselves: Im no good with numbers. Other times we blame the topic: Its a big complex subject, it takes time to understand.

Or we say: Miggins, this topic that you did a note on, its quite complex can you pop over to my desk and talk me through it? But if information is clear, it stands up on its own. Ive investigated complex frauds yet didnt have to talk through my reports. Many business journals and newspapers write about complex issues, and Ive never had to invite a journalist to my home to talk me through an article.

Also, people dont realise just how much clearer their information could be. Before 1932, the London Tube map was a literal representation of where trains went and everyone thought it was fine. Not Mr Harry Beck, though. He straightened twisting lines, magnified central London and shrunk outer London. His map was launched to public acclaim and highlighted just how average earlier maps had been. It has since become one of the worlds most iconic images.

So it is with much business information until something better comes along, management arent aware they are being short-changed with poor information.

To add to the problem, many people think that showing information is common sense. Got a lot of numbers? Then do a pie chart we learnt about them at primary school. The only difference is we now use computers, not crayons. Got a complex point to make? Its easy just carve the text into brief sections, each preceded with a little black dot known as a bullet point. Computers really do fool us into thinking our documents are well written and our presentations interesting and informative.

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