Three Reasons a Trusted Advisor Should Not Care about the Decision

Advisors and analysts must first be true to their data and information.

Being a trusted advisor to a person making their biggest career decision is a big job—as is making a good, big decision. Where most advisors lose the "trust" in "trusted advisor" is when they mix the roles of “advisor” with “decision maker.” Advisors and analysts must first be true to their data and information. How that information is used is not something you control. These are three reasons an advisor should not care about the decision.

From A Training Workshop

This workshop was similar to most others. One mid-level engineering professional took great exception to my point that trusted advisors should not care about the decision. He dogged me during both afternoon breaks.

Before leaving, he pulled me aside and said, “You are wrong about that. Clients hire me to tell them the best thing to do. I have the training and the experience. They should listen to me because I am the expert.

“I didn’t say you shouldn’t give them the best advice,” I said calmly. “And I didn’t say that you shouldn’t want them to make the right decision. I said simply that it was their decision to make, not yours. Therefore, you should accept whatever decision they make once you have fairly presented all sides.”

The next morning, before breakfast, he told me that he needed to talk before the workshop. He looked perplexed, which made me dread the next round of discussion.

After breakfast, he pulled me aside and said, "I hardly slept last night. You are right. I have been trying to make my clients do what I thought they should do. I wasn't considering their side as much as I should have. I haven't been being an engineer–I have been being a salesman.”

“Not a dreaded salesman,” I thought to myself. But my friend had gotten my point.

1. It is not your decision to make.

The definition of a decision is an appropriate place to start.

A Decision:  An irrevocable (or irreversible) choice among alternative ways to allocate resources. – Ron Howard

Decision makers allocate resources. That usually means one person, or "the buck stops here," according to Harry Truman. Advisors are not decision makers. Decision makers sign on the bottom line.

There is no good reason to get excited about someone else's resource allocation. They own it, not you.

2. You will get another shot. The truth comes back around.

Big decisions take time. They are usually called strategic decisions because they have long-term implications. They usually involve numbers, math, and statistics, plus plenty of meetings, advisors, and gatekeepers.

There is no good reason to get excited about one presentation, one meeting, or one intermediate decision. Time (and the truth) are on your side. Protect your credibility and live to fight for the next round of meetings.

3. It is not the way you want to be treated by your subordinates.

Let’s pause for a moment and consider that you may be smarter than everyone else. In that case, and assuming you have perfect information about what is going on two levels above you, then you should be willing to manipulate the person who signs on the bottom line.

The trouble is that manipulation is wrong. It's not how you want to be treated by your subordinates when you must put your name on the bottom line. It's your duty to treat others the way you wish to be treated.

Tufte On…

I would like to say this line of thinking represents original thought. I do not–I am a product of my upbringing, experience, and training. I attribute much of the latter part, training, to the work of Edward Tufte. These are a few of his thoughts on the subject.

Objectivity and Integrity in Data Presentation

Tufte argues that the primary role of an analyst is to present data in a truthful and unbiased way. This means avoiding any manipulation or distortion of data to influence decisions. By maintaining objectivity, analysts ensure that the data speaks for itself. In turn, this allows decision-makers to draw their own conclusions based on accurate information. This approach upholds the data's integrity and the analyst's credibility.

Separation of Roles

There is a clear distinction between the roles of analysts and decision-makers. Analysts are responsible for gathering, analyzing, and presenting data. Decision makers are tasked with interpreting this information and making informed choices. This separation of roles helps prevent any potential bias or conflict of interest if analysts are invested in the outcomes of decisions.

Empowering Decision-Makers

Tufte believes the goal of data presentation is to empower decision makers with the best possible information. When analysts remain neutral and objective, decision makers have a clear and accurate picture of the situation. By not caring about the decisions themselves, analysts can ensure that their work is solely focused on delivering high-quality, reliable information.

Avoiding Advocacy

One risk of analysts caring about the decisions made is that they might become advocates for a particular outcome. This can lead to biased data presentation, where information is selectively highlighted or downplayed to support a preferred decision. Tufte warns against this, as it undermines the credibility of the analysis and can lead to poor decision-making. By remaining detached from the decision-making process, analysts can avoid the pitfalls of advocacy and maintain their objectivity.

Ethical Responsibility

Tufte highlights the ethical responsibility of analysts to present data truthfully and accurately. This ethical responsibility extends to not being influenced by the potential outcomes of decisions. Analysts have a duty to uphold their work's integrity and provide decision-makers with the best possible information. By not caring about the decisions made, analysts can fulfill this ethical responsibility and contribute to better decision-making processes.

A Trusted Advisor Should Not Care About the Decision

Not caring about the decision is one of the toughest three concepts I teach technical professionals in Communicating with FINESSE workshops. It is also one of the top three problems I see in practice, both as a trusted advisor and separately as a decision maker.

What makes you a great maker of big decisions is to objectively listen to all sides of an issue. What makes you a great trusted advisor is having empathy for the person whose name is on the bottom line and providing them with all sides of the data and information. Trusted advisor, persuader, or manipulator–the choice is yours. Are you Communicating with GFINESSE?

References for Edward Tufte are his four books: The Visual Display of Quantitative Information (1983), Envisioning Information (1990), Visual Explanations: Images and Quantities, Evidence and Narrative (1997), and Beautiful Evidence (2006).

Keep Your Summaries to 300 Words for Success

Reading and speaking rates matter when it comes to effective communication.

News stories on websites and social media are often around 300 words or less. Attention span is the primary reason but readability on mobile devices also plays a significant role. That shouldn’t surprise most effective communicators in business–you usually only have 3 minutes or less to make your point with senior management.

Word Counts and Speaking Rates

The average person can speak between 125 and 200 words per minute. Normal conversation rates tend to be on the high side, while technical presentations and public speaking can be on the lower end.

Assume 150 words per minute if you have not studied the speaker.

Word Counts and Reading Rates

The average reading rate is 200 to 250 words per minute. Business leaders who are formally trained to scan material quickly can read faster.

Assume 200 words per minute if you do not understand the entire audience.

Keep Your Summaries to 300 Words For Success

Keep your summaries to 300 words or less for success. I challenge you to study news reports on websites and social media for their word counts. And as always, study people who you think are highly effective communicators.

(My word count is now around 225 words, so I am finished!)

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Founded by JD Solomon, Communicating with FINESSE is a not-for-profit community of technical professionals dedicated to being highly effective communicators and facilitators. Learn more about our publications, webinars, and workshops. Join the community for free.

Communicating IN Project Management: Your Secret to Project Success

Your ability to communicate can steer your project toward success or drive it into chaos

There’s a generally accepted view that 90% of a Project Manager’s time is spent communicating. Indeed, being a Project Manager means more than just planning timelines, managing budgets, and delivering results (although these are quite valuable too!). It’s about communication. No matter how brilliant your plans are, if they aren’t communicated clearly, trust me, they won’t work.

Why? Because despite the latest technological advancements, your team, stakeholders, and anyone else involved in the project are not mind readers yet. They need to be guided, informed, and their expectations need to be aligned every step of the way.

So, how do you do that? Let’s find out together.

Make it clear

Ever heard of ‘death by PowerPoint’? Ah, the joy of endless slide decks! Overloading people with data, jargon, or unnecessary detail is a guaranteed way to lose your audience. A key ingredient to successful communication is clarity. When you’re sharing project updates, writing reports, or leading a meeting, (please!) remember to keep it simple. Ask yourself: what’s the most important thing my audience needs to know? Focus on that.

Make it consistent

Communication isn’t just about big presentations or weekly reports. It’s about being consistent and keeping stakeholders informed. People want to feel in the loop. They need to know how things are progressing, where they stand, and what’s next. Inconsistent or irregular communication creates FUD (fear, uncertainty, and doubt) and, trust me, that’s not something you want in your project. Instead, establish regular communication channels: weekly updates, daily stand-ups, monthly status reports – whatever works for your team. Make sure that people know when to expect information and how to access it.

Engage your stakeholders, early and often

Stakeholders: the individuals, groups, or organizations that can make or break your project. Stakeholder management is at the core of project success, and, surprise, it all comes back to communication. It is paramount that you get your stakeholders on board from the start, asking and understanding their priorities and aligning the project objectives with their goals. And once they’re on board? Keep them engaged! Share progress, provide reassurance, be transparent about risks, and don’t sugarcoat the truth (ever heard of ‘watermelon projects’, green on the outside but red on the inside?). Trust is built on honest, consistent communication.

Communicating up: keep it high-level and focused

One of your key stakeholder groups is likely going to be senior leadership, such as your Sponsor, Project and Program Boards, Portfolio Steering Committees and other governance forums. When communicating with senior leadership - especially the boss’s boss – remember that their time is precious, and they may not have the technical background to dive into every detail (in fact, they shouldn’t need to). Thus, your goal is to keep it concise, strategic, and results focused. Your executive team doesn't need a step-by-step guide on every task, they want the big picture. Following, you should prioritize the key points they care about (e.g. outcomes and benefits or the project financials and alignment to strategic objectives) and are critical (e.g. just the top 3 risks rather than the full risk register), enabling them to manage by exception and focus on what matters: the what and why more than the how.

Communication is a two-way street

When we think of communication, we often imagine talking or writing, but listening is just as important, if not more. In fact, it’s important to remember that your stakeholders have concerns, your team has insights, and your clients have expectations. If you don’t listen, you’ll miss out on crucial information that can impact the success of your project. It is therefore crucial that you create opportunities for feedback, encourage open dialogue in meetings, or be available for one-on-one conversations. As a Project Manager, you aren’t just the voice of the project; you’re also the ear.

Effective communication is key for a successful project

From the points listed, it is evident that at the heart of every successful project is effective communication. Make no mistake: as a Project Manager, your ability to communicate can steer your project toward success or drive it into chaos. Be clear, consistent, intentional in everything you say (and listen to what’s said in return!) and ensure that your stakeholders are on the same page as you.

Nail these recommendations, and you’re already halfway to project success. Best of luck!

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Marisa Silva, the Lucky PM, is an experienced PMO and PPM advisor, educator, and international speaker, with a track record of building capabilities in organizations undergoing transformational change. A passionate advocate of the value of the PMO and project management, she was Programs Director at Project Managers Without Borders, Head of External Affairs at IPMA Young Crew Portugal, Secretary of the APM PMO SIG, and is co-author of the latest edition of PRINCE2® as well as of ground-breaking courses such as the PMO Practitioner, PMO Leader and Assurance Practitioner courses.

 Marisa is a Senior Consultant at Wellingtone, a founding member of the Advisory Board of the PMO Global Alliance and is the author of “Bedtime Stories for Project Managers”, available in several languages. In 2019, Marisa became one of the youngest Fellow members of the Association for Project Management (APM), in recognition of her contribution to the profession and in 2020 she was awarded the title of Young Project Manager of the Year (IPMA Young Crew Portugal).

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 Communicating with FINESSE is a not-for-profit community of technical professionals dedicated to being highly effective communicators and facilitators. Learn more about our publications, webinars, and workshops. Join the community for free.