When we are reporting scorecards of companies, our executive boards are expecting something extra. Something that they didn't have time for it or they don't have enough information about and this is our job to tell them the story. We need to inform them about two simple things:
A) Data collection methodology
B) Why it is as it is ; ))
To make it simple, based on my experience, we should follow these steps:
Don't get lost in numbers.
They are good as long as they are showing a direction.
To find out what
the reason is for such a number, you should get out of your room.
Walk from one department to another one and start probing.
Don't get scared!
You can't understand all processes but you can ask right questions from right people. That's they key!
We shouldn't get stuck in today's results. If
we really would like to be a perfect story-teller we should know what
happened before, where we are today and why
and also where we would like to be and how. If we get all three parts
of timing then we can tell the story effectively.
Board members would
like to know the reasons of current situation but what makes them calm
and love your stories is counter measurements. To
make a supportive image out of your activities, talk with people about
counter measurements and how they are planning to catch up. Then they
will cooperate with you better since they don't see you as the spy of
the board but as a solution.
This gives a clear picture to your audience. Jumping from one point to another won't make your story sweet!