Full Circle Communications: Resources: Tips

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You may conduct interviews for many purposes—to write publications, screen job candidates, or gather information for projects, to name but a few.

To prepare, you might compile a list of questions you want to ask. Good idea. But don't forget to allow for the other person to give you information that you may not even think of to ask, but may be very useful to you.

How to accomplish this?

Silence is golden. Give the person you interview time to collect his or her thoughts and talk. Even more, if you ask a tough question, let the person you are interviewing fill the silence. Don't let him or her off the hook and blurt out a follow-up or clarifying question.

Yes, no, maybe? Ask open-ended questions upon which the person can elaborate.

Anything else? At the end of your interview, pause. Ask something along the lines of, "anything else you want to add?" Wait. You'll be surprised at the good quote or useful informatiion that you will often gain as a result.

Boiling things down

Do you have research to share, a new in-depth report, or proceedings from a conference? Trust me,
less is more.

People are so busy that only the most stalwart won't be scared off if by a thick publication filled with every last detail. Instead, offer a synthesis.

Some suggestions to make a synthesis fit your needs and theirs:

Think it through. What are the two or three main points that you want to get across? Stating them upfront ensures that you deal with them effectively.

Comb through the detail. Too much detail is lethal, but include enough specifics to establish your credibility and give readers something concrete to chew on.

Provide access to more information. Some readers will realize that they want the whole enchilada. Provide an electronic link or an easy way to get the full report. Doing so, again, also reinforces your credibility as a reliable source.

Capturing the inspiration

When does that great idea strike you? You know, the one that helps you see your way through the organization of a chapter, a dramatic end to a presentation, or a sticky work situation? Probably when you are trying to get to sleep, waiting for the Metro, or taking a walk.

Later, when you are sitting at your desk, the inspiration has gone the way of one sock of a pair or the top to your pen: in other words, gone and forgotten.

Instead, capture your idea immediately. Keep a small notebook and pen on your nightstand, in your car, in your briefcase or purse. Jot down a few phrases that will start you going when you next have the chance to sit down to work.

Checking a blueline

What should you change when you review a blueline? A blueline is the final proof that you receive before a publication is printed. The designer is usually the person who looks at the blueline most closely, but often other people involved in the publication review it.

If you have not had experience with bluelines, remember this: change only the most egregious errors at this point. The film for the job has already been made. Each change you make costs money and time.

Presumably you have already reviewed earlier versions before the job went to the printer, as well as at least one proof from the printer. One thing you will check is that the printer correctly made all the changes from the last proof that you reviewed. If not, the printer will have to make the changes you had already requested, especially if they are significant.

As for editing changes, if you suddenly discover a misspelling of the head of your board of directors, you will almost certainly change it. But you often have to grin and bear any small typos if they are still in the text. Painful advice, but practical.

Clear instructions

A label on a large piece of plastic that covers the seat of a new car reads: "DEALER MUST REMOVE COVER [all in upper case]." True, writing with brevity is a good thing, but what does this label really say?

Only the dealer must remove the cover? And woe to the customer who tries?

The dealer must remove the cover? And if the cover is not removed, will he or she be in trouble?

And by the way, is the plastic even considered the cover?

It's a small example, but illustrates how sometimes an extra word, italics or other emphases, or a better explanation make a set of instructions clearer.

Creating a style sheet

A style sheet can save you a lot of time and make all your print and online publications more professional.

How do you create one?

Keep a running list of words and phrases your organization uses often that have more than one way to spell or otherwise treat them.

Decide (via committee or by yourself, depending on where you work) how you will treat these words and phrases. For example, will you capitalize titles of the elected leaders of your association? Will you use "decision maker," "decision-maker," or "decisionmaker" as a regular rule? How will you deal with punctuating and capitalizing bulleted lists?

Organize your list alphabetically or by function (for example: capitalization rules, spelling rules, etc.).

Distribute the list widely to staff and others (consultants, members, authors) who will need it, either in printed form or on your organization's Intranet.

Add to the list as needed, as new situations arise. Don't forget to share your updates with people on your distribution list.

Dealing with numbers

Do you write "6" or "six"; "60" or "sixty"; "600," "six hundred," or "6 hundred"? Any of these is correct. (Well, it's hard to think of a use for "6 hundred.") The key is consistency. However you choose to handle numbers in your written materials, keep your system consistent.

Style manuals recommend different methods of handling numbers. For example, Associated Press style calls for writing out numbers under 10, and using numerals for 10 and higher. The Chicago Manual of Style, on the other hand, sets the changeover at 100. Both these manuals, and any others you might use (such as those of the GPO and the American Psychological Association) have lots of exceptions to the rules.

So what to take away from all of this? Follow a style manual, or, if you prefer, develop your own standards. Whichever route you take, make sure that everyone in your organization knows the rules (through a list that you distribute and post on your Intranet) and follows them.

E.g.and i.e.

When should you use e.g.and when should you use i.e.? And, while we're at it, should you really use either of them?

E.g. is short for the Latin expression exempli gratia and means "for example."

I.e. is short for the Latin expression id est and means "that is" or "in other words."

The two expressions are often confused. They are chiefly used in parenthetical expressions, footnotes, and tables.

When you are about to use one, ask yourself two questions: 1) Are you using the correct expression? and 2) Would the English expression make more sense to your reader?

Sources: Martin Steinmann and Michael Keller, NTC's Handbook for Writers (1995) and Fowler's Modern English Usage (1996 edition).

Getting feedback on time

Here's the situation: you have written an article, press release, or other communication that you need to "run by" some other people. But you know that they t-a-k-e their time in responding. Your deadline looms. What to do?

Give them a specific deadline for response. Consider some variation of the following: "If I do not hear from you by Friday, July 7, I will assume that you have no changes to make."

Make it easy to respond. If they must react to specific sections of the whole, point out where the sections are with highlighter, sticky notes, different color font on the computer, etc.

When all else fails, bug them. Don't overuse the "squeaky wheel" approach, but sometimes you just have to be a nudge.

Giving a better briefing

A briefing or presentation can be your moment to shine. Honest! Consider what author Joanne Glenn says in her book Mentor Me: A Guide to Being Your Best Advocate in the Workplace:

"You can master the challenge of delivering briefings and other presentations effectively by paying attention to two key principles: preparation and flexibility. Preparation, because the more limited the time frame, the more tightly structured and planned you need to be. Flexibility, because the unexpected happens and it's better to bend like a willow than break like an oak."

She passes on these suggestions:

Plan with the end in mind: What do you want the audience to do, learn, or believe afterwards?

Switch seats with the audience: Who are they? What is their experience with the information? How do they learn best?

Use a variety of delivery techniques: People integrate information differently, so tap into their different learning styles, including seeing, hearing, and doing.

For more ideas, check out Glenn's Web site at http://www.mentorme.info

Happy anniversary!

An anniversary, be it the first, 10th, or 100th, provides a great excuse for a celebration. Use it to increase awareness with the public, raise money, instill a "feel good" sense with members and staff, or otherwise bring attention to your organization or cause.

A few ideas:

Research the history through old records, publications, or files. This can be tedious but you will use the information in a number of ways throughout the celebration.

Plan a variety of events to appeal to different audiences. Donors might want to attend a gala, for example, while you will need a more newsworthy peg if you want media exposure.

Remember the thank-yous. A lot of people will help, from those who have old photos to share to those who oversee the logistics of the events.

Keep a good record through photos and a written narrative for the next milestone. Your successors in the years to come will use your work!

Heads and subheads

Headings and subheadings ("heads" and "subheads") serve as mini-summaries of what follows and help readers follow your thought processes. However, too many headings, or headings used incorrectly, are confusing. Consider:

Every "A" needs a "B." If you have one heading at a certain level, you need at least one other.

Heads should not be stacked one after the other. Don't stick a heading immediately after a chapter title, for example. Convention advises at least a few sentences of introduction before launching into the next heading level.

The number of levels should match the document. Articles in popular magazines, for example, may have just one level of heads; a technical manual may go down three or even more levels. Consider the audience and type of publication before you make things too involved and fussy.

Honing a skill

We all want to improve how we communicate on the job and at home with friends and family. What are some ways to improve your writing to communicate the ideas that are important to you?

Become a better reader: Read often and critically. When you read something you like or don't like, think for a few minutes about what attracts or repels you.

Keep ideas handy: Start a file with article clippings, titles and authors of books you want to return to, and other bits and pieces that will inspire you.

Practice: Like any skill, writing takes practice.

Get feedback: Often you need another set of eyes to help you figure out what is working and what isn't: whether you are writing a novel or a memo. Don't take the criticism personally; instead, use it to improve the next draft.

Importance of a "fresh eye"

It can happen. You write a document, review it many times, but still errors pop up in the final printing.

Bring in the "fresh eye." You (whether "you" is one person or a group) need someone else to look at your document to catch those little "oh no"s that can happen. After a number of reviews of a manuscript or pages, your eyes often cannot catch such errors as misspelled headers, pages in the Table of Contents not corresponding to the actual text, figures mislabeled, etc.

The higher stakes the document, the more you need to factor in a "fresh eye" edit in your budget and schedule. Remember that Web sites can also suffer from eye glaze-over when you've looked at the content too often.

The inverted pyramid

For years, news articles have used an "inverted pyramid" structure, with the most important information first (in the "lead"). Web writing tends to use this structure, too, although with shorter paragraphs and other style adaptions.

Good idea. Get the most important ideas to the reader first.

But there are times when this structure won't work. In Creative Nonfiction, author Philip Gerard reminds readers to consider mystery when they write more feature-like work: "Think of structure as a string of mysteries organized in a deliberate order....The inverted pyramid structure allows the reader no time to become curious, no time for that curiousity to build, no time for him [or her] to experience the anxiety of wondering what the outcome will be, or for hoping for a particular outcome."

Losing power

Like many people during the recent hurricane season, my office and home were without power for several days a few years ago because of Hurricane Isabel. In retrospect, it wasn't that bad. During the power outage, however, with no end in sight, I was getting worried about work that was "imprisoned" on my computer. I did a few things right, and a few things that I will try to change:

Go back to my handwritten notes. Usually, rather than take interview notes directly on my computer, I use notebooks and then input the notes later. Fortunately, I still had my notebooks and could resurrect an article on a laptop that I used in a location that did have power.

Act like the ant, not the grasshopper. When the hurricane was predicted but not yet arrived, I worked as long as I could (saving my work frequently). It ended up being a very productive day!

Use FTP space. This is my "needs improvement" area. My Internet host company provides FTP space to its customers. I realize now that I should transfer important projects to it so that I can access them from other computers.

Take it in stride. Fortunately, we were safe and without structural damage at home. That puts it all in perspective.

Making a clear broth

Publications, Web sites, multimedia scripts and other communications are usually collaborative affairs. Several people may contribute parts of the whole; a writer might hand the draft to reviewers or an editor; a designer is often called in. Have you ever been in a situation where too many cooks spoil the broth?

If you are responsible for the final product,

Plan and write down what you want at the get-go. Consult with final users, your boss, and whoever else has an important role in determining the content and look of the piece.

Communicate very clearly to all the contributors about their roles. For example, should the writer rely only on your source material or look elsewhere? Should the designer be thinking jazzy or understated?

Set realistic, but firm deadlines. Stick to the deadlines or accept the ramifications. Each step usually depends on the one before it. A slip at one stage will affect the subsequent ones.

Be specific about what you want revised or changed. It is the nature of the beast that you will see things to change, either because of errors or more subjective differences in judgment. If you need someone else to make the changes, clearly communicate what you what changed and why.

Making a painless move

Alas, the title of this tip represents an unattainable dream. However, there are ways to minimize the stress of an office move:

Sort, sort, and sort some more: As you prepare to move, ask yourself if the files you have never looked at need to go with you. What about the books that you haven't looked at since you placed them on the shelf? Recycle, give away, throw away.

Warn colleagues and clients: Let people know your new address and (if you have them beforehand) phone and fax numbers. Try to keep at least one thing the same, perhaps your e-mail address if the phone company insists on changing your phone number.

Label your boxes well: Make sure that the supplies and papers you will need immediately are easy to find. Carry the absolute essentials with you.

Expect disaster: Then, when it's only mildly chaotic, you'll be pleasantly surprised!

Making the most of the writing time you have

Here's the situation: You have two hours to write a summary of a project you have been working on for the past three months. How will you get it done?

We hope that you didn't actually have two weeks to write your summary, but waited until the last two hours to get it done. That admonishment aside, writer Peter Elbow suggests that you spend half the available time "fast writing without worrying about organization, language, correctness, or precision. The second half is for revising."

In other words, if you have two hours, spend the first hour writing down everything you can think of about the project. Write full sentences or not, skip from idea to idea, to get your raw material from your brain to the paper or computer screen. Then, in the next hour, take these ideas and shape them into a more coherent presentation.

Source: Peter Elbow,Writing with Power: Techniques for Mastering the Writing Process,1981.

Making your work samples stand out

"Send me some samples,"someone asks a writer or editor. In this world of living color, many of us are still faced with materials that combine scintillating prose with, alas, not-so-scintillating graphics. What to do?

Package with color: Insert your samples, c.v., client list, or other information in a color folder or 9 by 12 envelope. Think of something easy on the eyes (such as deep blue or teal), not neon. Office supply stores stock an inspiring array of folders, translucent envelopes, presentation covers, and the like. To clip a few pages together, use a colored plastic paper clip, instead of a boring metal one.

Photocopy with color: If you have a sample that was printed in color or appeared on a Web site, inserting the color photocopy or print along with your black-and-white samples will spruce the whole presentation up.

Use sticky notes (sparingly): A Post-It® or sticky note can further explain your role in the creation of one of your samples or point out something that the reader might not otherwise realize. ("We completed this publication two weeks early and 15 percent under budget"; "This Web site won the XXXX award.")

Color cannot overcome poor worksmanship. But it is an inexpensive way to call attention to your good work.

A matter of interpretation

If you expect that your communications will be translated or interpreted into other languages, or read by people without a strong command of English, think ahead:

Minimize slang and idioms. "Check it out," "mark my words," and dozens of other idiomatic expressions are difficult to understand to people who know no or only limited English.
Avoid confusing constructions like double negatives. "Do you not agree that it's not fair that...." could be "Is it unfair that...."
Speak slowly and write clearly. Obviously, depending on your mode of communication, make it as easy on the ear and eye as possible.

A new look

You're tired of your business cards, you finally ran out, or you moved so that all the contact information needs correcting. Time for new business materials: what should you do?

Consider what you like and don't like about your old materials. Did you get compliments on your logo? Did people have trouble reading the fancy font you used? Now is the time to think about what you want to keep or change.

Maintain consistency. If you are part of an organization that requires everyone to have the same card, your choice is made for you. If you make the decisions, or if you can choose within a given color palette or other parameters, make sure your choice is not too out in left field. If you want to change your logo, consider incorporating some elements from the old.

Think ahead. You will be living with these cards for at least a few years. If you are thinking about changing e-mail accounts, adding a fax line, etc., now is the time to do it so that your materials can reflect your new information.

One space, not two

Many people learned to key in two spaces after the end of a sentence. If you are one of them, time to change your ways!

The convention in typesetting is just one space after a period. If you are working in a word-processing program from which you plan to print your final copy, your output will look more professional with just one space.

And if you are handing off your copy to a designer, he or she will have to take out all your extra spaces. So whatever the final output is, remember: just one space!

Phone interviews

If you need to interview people by phone to gather information for a story or a project, you know that a phone interview can either yield a gold mine (in a very time-effective way) or fall flat. Here are some tips to make the exercise worthwhile:

Schedule a phone date: Don't rely on catching the person on the fly. Call beforehand and schedule a time, say Tuesday at 2:30, when you will call back. If it's someone in a different time zone than yours, specify which "2:30" you are talking about.

Show up: Make sure you call exactly when you say you will. Give people your phone number if they need to re-schedule. If they are not there at the agreed-upon time, you have the right to be (politely) indignant that they have broken the appointment.

Prepare questions beforehand: After a bit of introductory chit-chat, use the time wisely and get down to business.

Record the responses: "Record" does not necessarily mean with a tape recorder. I use a headset telephone and take notes by hand, then transcribe them as soon as possible. Other people take notes directly into their computer. Remember if you decide to use a tape recorder, you must get the other person's permission to do so.

Invite follow-up: You may need to call back to clarify a point or ask another question, or the person may want to call you back. Either way, welcome the possibility and make sure the person knows how to reach you.

Politics and project management

Do you have a project to manage that involves getting the cooperation of other people? J. Davidson Frame compares project managers to politicians: because politicians are not inherently powerful, they must find other ways to exercise their influence effectively over others.

Similarly, project managers cannot just order others around to complete a project, no matter its size or priority to the overall organization. Frame cites other experts to boil down to six steps the process that a good "project politician" follows:

Assess the environment.

Identify the goals of the principal actors.

Assess your own capabilities.

Define the problem.

Develop solutions.

Test and refine the solutions.

Preparing for an annual report

If you have to compile or contribute to an annual report at the the end of the year (or if you are madly trying to get the 2004 report done), consider these ideas to make your job easier:

Gather the raw material: Start a file today with accomplishments you will want to highlight. Include full descriptions, little reminder notes, or anything that will trigger your thinking a few months from now.

Listen to others: Talk to colleagues, clients, supervisors, and others about what they want to emphasize in the report.

Consider the end user: How can you present the information most effectively? Do your readers want a glossy, full-color report, a few pages stapled together, or something in between? Should you format an online version as well?

Whether you are looking ahead or looking back, start the process so you can complete what you may have once thought was impossible: an accurate and timely look at your organization's accomplishments.

Presentation software and printing

Many people drop a graphic created in PowerPoint or another presentation software into an article or report. This is fine if your final output is the laser or inkjet printer next to your computer. But beware if you are planning to send the publication to a commercial printer.

These software packages are not compatible with the commercial printing process. Think, instead, about other ways to present the material: graphically, with such software as Adobe Illustrator; on a spreadsheet, with such software as Microsoft Excel; or in words. Ask a designer or your printer for suggestions about ways to make printing run as smoothly as possible.

Remember copyrights

Reproduction of published material is easy, especially with photocopiers, fax machines, and now the Internet readily available.

Remember that copyright laws are strict and apply whether or not the creator of the material (either an individual or an organization) has formally applied for a copyright. This applies to content on a Web site.

For more information, check out the Web site of the U.S. Copyright Office.

Revving up

It's hard to get back in the swing of things after a vacation or otherwise being out for a few days. Here are some ideas to make the process less painful:

Before you leave

Finish up any looming projects. You don't want to look at a deadline your first day back in the office!

Leave a to-do list in a prominent place on your desk. It will guide you when you return.

While you are away

Relax! Have fun! Recharge your batteries!

If you do think of a work-related concern or inspiration, jot it down and tuck it in your suitcase. You can refer to it when you return.

When you return

Go through e-mails and messages, if possible, the evening before your first day back. Sort the mail, bills, newspapers, and other things that accumulated.

The next morning, check your to-do list. Add any new items that need attention.

Start out with a relatively easy task first before you ease into the "heavy stuff."

Alas, in these times, our absences are not always planned. Just take a deep breath, do what you can when you return, and realize that you will do fine.

Summer re-charge

The slightly less crazed pace of summer can lend itself to thinking of ways to start anew and change our routine:

Sort through old files and recycle or return to their owners the documents you no longer need.

Take walks early in the morning, before it gets hot. See clearly to some new projects for the months ahead.

Read something you normally would never read: a poetry book, a play, maybe a book of essays.

Taking notes at meetings

You're assigned to take notes at a meeting, conference, or presentation: how can you avoid hand (and brain!) cramps and have usable notes afterwards?

Prepare. Beforehand, learn as much as you can about the speakers and their subject matter. That way, you won't be hearing new terms and acronyms for the first time during the meeting itself.

Understand the assignment. Do you need a verbatim transcript, a few sentences that cover the main points, or something in between? If your organization needs a word-for-word transcript, the best use of your time may be to tape the meeting and send the tapes to a transcription service. If it's to get the main ideas, you are a better resource than a transcriber who may not understand the context.

Mix methods. Do you prefer note-taking with pen and paper or a laptop? Will there be hand-outs of PowerPoint presentations on which you can jot down notes?

Re-group ASAP."Clean up" your notes. The longer you wait, the harder it will be to decipher your notes and remember the speaker's ideas.

Words from the heart

You have been asked to write a testimonial for a respected colleague, toast good friends at their wedding, or write a foreword to extol a book that you helped inspire. How do you inject the right degree of emotion into a speech or written dedication?

Write from the heart: In a first draft, pour it all out. Then go back with a more rational eye (and ear) to take out some of the stuff that sounds too sappy.

Make it short: Your audience is patient, but if the speech drags on too long, you have lost them.

Use humor sparingly: A bit of levity helps make the poignant parts all the richer. But careful that the humor does not wound the person you are honoring or the audience.

Working together

Organizations outsource publications projects when staff does not have the time or expertise to devote to the project. Communicating your expectations to a consultant can make the difference between a successful final product and one that you feel you have to re-do to meet your organizational culture. For example,

Provide samples of other projects that have been well received by your target audiences (including the higher-ups in your organization). For example, there is no wrong or right way to write a speech. However, every organization has ways that are considered acceptable (or not) to make a public presentation.

Make sure that the consultant is familiar with any relevant political, cultural, or other sensitivities. Stands on various issues, the relationship of the organization with key players in the field, or other behind-the-scenes information is important if they have a bearing on the project.

Set up checkpoints. Don't wait for even the first draft, much less the final version. Whether it is an outline, mid-project check-ins, or other systems that work best for you, don't wait until the end of the assignment to see if the consultant is meeting your needs.

Writing a memo that gets results

Put yourself in your reader's shoes: He or she is busy, with too much to read and quite possibly resistant to any new idea that will create more work.

Organize the content efficiently: Get to the point quickly. Present your main idea (suggestion, proposal, announcement of a new policy, etc.) as high up on the page or e-mail as you can. Laura Brill, in Business Writing Quick & Easy, suggests putting the rationale before the main idea in cases when you expect resistance to your suggestion or request.

Make it easy on the eyes: Use headings, bulleted lists, indents, and other techniques to make skimming easy. Just don't go overboard and over-format your text.

Source: Laura Brill, Business Writing Quick & Easy, 1981. Second edition, 1989.