Writing Clear Instructions for Projects

✍️ Golden Rules For UX Writing. With practical guidelines on how to avoid confusion and help people understand better ↓ ✅ Always write with respect, for people as smart as you. ✅ Write mobile-first: short, plain language, bite-sized chunks. ✅ Decide what to say, then find the shortest way to say it. 🚫 Avoid long buttons: use 2–4 words, max. 25 characters. 🚫 Avoid long links: at least 8 chars, max. 8 words (55 chars). ✅ Use sentence case by default, Title Case only for headings. ✅ Use progress anchors for long forms: “Next: Payment details”. 🚫 Don’t use placeholders as replacement for labels or hints. 🚫 Don’t hide critical details or guidelines behind a tooltip. 🚫 Don’t hide frequently used filters/nav behind a button. ✅ Front-load keywords in headings and text summary. ✅ Make people hunt for destructive buttons to avoid mistakes. ✅ Leave room for translation. Expect your text to grow by 40%. 🚫 Avoid more than 20 words/sentence, 50 words/paragraph. 🚫 Never mix 2+ type treatments (color, bold, indents, italic). Good writing is an incredible opportunity. Not only to help people get work done faster and with confidence, but also to build a strong and lasting relationships. To be charming when users get started. To help without a fuss when things go wrong. To show respect and sincerity, but also understanding and care when it’s needed. One little technique that has helped me is to imagine a real person speaking to the customer before I choose words to communicate something to them. I think about how they speak — from voice and tone to speed and intonation. How casual or formal they are dressed. What their personality is. And, most importantly, what traits, values, beliefs and principles they uphold. A product then needs to match that personality, and adapt tone based on user’s context. Once we have it, we write down all the questions users might have. We re-arrange them in order of importance and severity. We decide what to say, and find the shortest way to say it. And then we test, by reading out a piece of content loud. And if it doesn’t sound right, it doesn’t read right either. ✤ Content Design in Design Systems Atlassian: https://lnkd.in/eGpzQqm4 Amplitude: https://lnkd.in/eaB85T7n 👍 DHL: https://lnkd.in/eF494fkT 👍 Duolingo: https://lnkd.in/egCSX9At Girlguiding: https://lnkd.in/eZ8zMyC3 👍 Gov.uk: https://lnkd.in/ekRadXad Intuit: https://lnkd.in/eGyBUrZ2 👍 JSTOR: https://lnkd.in/eAnyrtcu 👍 MetLife: https://lnkd.in/evVE8sqf Progressive’s: https://lnkd.in/evx_8bzY 👍 Shopify: https://lnkd.in/eAKgEHNW Skrill: https://lnkd.in/e2HGTq4q 👍 Zendesk: https://lnkd.in/euxijT5m 👍 Wise: https://lnkd.in/eWk-Mvf9 ✤ Books – Strategic Writing for UX, by Torrey Podmajersky – Content Design, by Sarah Winters – Nicely Said, by Nicole Fenton, Kate Kiefer Lee – Everybody Writes, by Ann Handley – Conversational Design by Erika Hall – Writing Is Designing, by Michael Metts, Andy Welfle ✏️ [continues in the comments ↓ ] #ux #writing

I can’t stop thinking about this. If you invest in your people from day 1, they’ll invest their talents in your company tenfold. It sounds obvious, but I’ve seen firsthand how often this gets missed. I joined companies and startups with zero training: - no documentation - unclear processes - no real onboarding I was expected to figure it out as I went, and honestly, it was brutal 😭 So here’s what *actually* sets people up for success: —— 1️⃣ What does a new hire need to know but feels awkward asking? Think back to your first 30 days. ↳ How do things actually work here? ↳ Where do I go for answers? ↳ What mistakes should I avoid early on? If the answers live only in someone’s head, that’s the gap. ✅ Document anything you explain more than once. —— 2️⃣ Where are people guessing instead of being guided? When training doesn’t exist, people improvise. ↳ Clicking the wrong thing ↳ Following outdated steps ↳ Copying work that isn’t quite right That’s how errors and rework happen. Tools like Tango make this easy by turning workflows into step-by-step guides. ✅ Record one common task this week and turn it into a reusable guide. —— 3️⃣ What tribal knowledge needs to be documented? You know it’s a systems problem when there are: ↳ Constant pings ↳ Repeating the same answers ↳ Little time for deep work ✅ Have your strongest team member document one core process they own. —— 4️⃣ Are you onboarding people or overwhelming them? More information doesn’t mean better onboarding. People need: ↳ Clear priorities ↳ Time to practice ↳ Space to build confidence ✅ Use a simple 30-60-90 day framework for all new hires —— 5️⃣ Are expectations clear or just assumed? When expectations are vague: ↳ People second-guess themselves ↳ Feedback comes too late ↳ Performance feels personal instead of fixable ✅ Check in early and often and schedule 20-minute check-ins with your manager or onboarding buddy in the first 8 weeks. —— When you give people the right tools, training, and support, you get: → Faster onboarding → More consistent processes → Fewer mistakes and support tickets → Happier, more confident employees 💙 You can’t expect people to thrive without setting them up properly. Set people up to win and they will 🫶 Do you agree? #TangoPartner

This is the era of AI, robotics, and user-centered technology. Yet, despite these innovations designed to improve how we connect, clear communication remains a challenge. I’m struck daily by how many conversations, whether personal or professional, are full of misunderstandings and miscommunication. We jump to conclusions, provide insufficient information, and make assumptions instead of asking questions. Whether it’s assigning tasks, giving feedback, or collaborating across teams, unclear communication leads to confusion, errors, and missed opportunities.  Among many different tactics, techniques and acronyms I used, I found the SBAR framework to be one of the most helpful ones. SBAR stands for: 🔹 Situation: What’s the current situation? 🔹 Background: What background information is relevant? 🔹 Assessment: What actions need to be taken? 🔹 Recommendation: What’s the suggested course of action? For instance, instead of a vague “Please fix the issue with the server,” consider structuring it like this: 🔵 Situation: “The server went down this morning.” 🔵 Background: “It was overloaded due to an unexpected spike in traffic.” 🔵 Assessment: “Could you check the logs and identify what caused the spike?” 🔵 Recommendation: “Once we have a solution, let’s ensure the server can handle this level of traffic in the future.” This structured approach ensures that your communication is clear, actionable, and less likely to be misinterpreted. You can also turn SBAR into a mini coaching model by asking questions on these: 🟦 What is the situation? 🟦 What’s the background of this situation? 🟦 What’s your assessment of the situation? 🟦 What’s your recommendation? Want to learn more? Read the full article below. https://lnkd.in/gn4QswEN #CultureActualization #FutureofWork #CommunicationTips

The leaders I've most admired over the last thirty years weren't necessarily the smartest people in the room. They were the clearest. Communication has always sat at the centre of my work. At Thomas Cook between 2012 and 2014, when we were transforming a business that most people had written off, what kept the organisation moving wasn't just strategy. It was the ability to make the strategy legible. To say: here is where we are, here is where we are going, here is your part in it. Simply. Repeatedly. Honestly. Carmine Gallo captured this well in his Harvard Business Review piece on how great leaders communicate. Two things from it have stayed with me, because they match what I've observed and lived. The first: use short words for hard things. Daniel Kahneman, in Thinking, Fast and Slow, makes the case that persuasive writers and speakers do everything they can to reduce cognitive load. Simpler language isn't dumbing down. It's respect. It's precision. And in rooms where English is a third language for half the people present, it's the difference between alignment and polite nodding. The second: use metaphors that stick. I worked with Chris Hadfield at IBM, and nobody I've encountered uses physical metaphor quite like he does. His description of launch: a beast roaring, a leaf in a hurricane, the jaws of an enormous dog shaking you with power. You've never been to space. By the end of that image, you have. The leaders who shaped me understood that an idea not communicated is not yet an idea. It's just a thought you're keeping to yourself. In a world moving this fast, with AI changing what we make, how we work, and who we need to be, the ability to translate complexity into something a human being can act on is not a soft skill. It is the skill. How do you approach it? What's the communication habit you've worked hardest to build?

Accountability is one of the most important—and often overlooked—skills in leadership. It’s not about micromanaging or policing your team. It’s about setting people up for success. How? 🤷♀️ Through the three C's of clear expectations, challenging conversations and consistent follow-through. While we all want to believe people will naturally follow through on what they commit to, that doesn’t always happen. And when it doesn’t, too many leaders let it slide. But brushing these moments under the carpet doesn’t help anyone, all it does is erode accountability over time. So, what DO you do?? 1️⃣ Be crystal clear about expectations. Ambiguity is the enemy of accountability. If people don’t know exactly what’s expected of them, how can they deliver? Take the time to clarify actions and responsibilities WITH them, not for them. 2️⃣ Document commitments in 1:1 check-ins. Writing the actions down is REALLY important. It ensures nothing gets lost and sets a reference point for everyone involved. 3️⃣ Explain the 'why.' People are much more likely to follow through if they understand why their actions matter. How does their work contribute to the bigger picture? What’s at stake if it’s not done effectively and efficiently? 4️⃣ Anticipate and address barriers. Ask if there are any obstacles standing in the way of getting the job done. When you help remove these barriers, you’re building trust and giving people every chance to succeed. 5️⃣ Follow up at the agreed time. Don’t leave it to chance—check in when you said you would. Ideally, your team members will update you before you even have to ask. But if they don’t, don’t skip the scheduled follow-up. 6️⃣ Acknowledge effort or address gaps. If the action was completed, recognize the effort. If it wasn’t, outline the expectations for the role and provide specific feedback on what needs to improve. Be transparent about the implications of not meeting role requirements over time, ensuring the person understands both the consequences and the support available to help them succeed. (A lot of people need help to develop the skills to have this conversation!!) 7️⃣ Plan the next steps. Whether the task was completed or not, always end by agreeing on the next steps and setting clear timelines. If you need a lean/leadership coach to work on these areas and help increase accountability right across your organization, then get in touch! It's one of my specialties... 😉 _____________________________________________________ I'm Catherine- a Lean Business and Leadership Coach. I take a practical hands-on approach to helping teams and individuals achieve better results with less stress. Follow me for insights on lean, leadership and more.

I've never been surprised by a performance review, and you never have to be either. If you passively receive your performance review, you won’t get much from it. You have to drive the process to get the best review. Here is what to do before, during, and after your review for maximum results: Before the review (~2-3 months): -A few days before a routine 1:1, tell your manager that you would like some feedback. Give them a few days to think deeply and prepare. Don’t ambush them. -Ask them to provide feedback in terms of the score you would like to receive on your review. For example, ask “Am I performing at a top-tier level?” if that is the term your organization uses. -If you receive corrective feedback, begin addressing it immediately. -Line up your peer reviewers. Let key peers and peers of your manager know that you will ask them for feedback at review time. Get their feedback and begin to address it. Before the review (~3 weeks) -Send your reviewers a prep list. Throughout the year, maintain a list of your accomplishments and deliverables. Send this to your reviewers when they are preparing your review to help them remember what you have accomplished throughout the year. During the review -Reply to all feedback, positive or negative, beginning with “thank you.” -Don’t argue with feedback, even when you disagree. Instead, say “I respect what you are saying, but I am having trouble fully understanding it. Can you give me a specific example?” -For positive feedback, ask if you should seek to do more of that action. Ask where it would help the organization if you did it more. After the review: -Take immediate and visible action on the feedback. -Verify negative feedback with respected advisors if you don’t agree or understand it. If they support the criticism, revisit your objection. If they don’t, think about how you can work around that negative feedback rather than changing to address it. -If your review goes well, begin a discussion about how to grow your role or responsibility. If you want to read about each of these steps (and more) in greater depth, see this week’s newsletter: https://buff.ly/MR9Yooq Readers- How else can employees take charge of their annual reviews for maximum results?

During a recent workshop, a senior leader said something that stayed with me. He mentioned that when he uses AI, he often types: “Explain this to me as if I’m a five-year-old.” He said it casually, in front of a room full of other experienced leaders. There was no hesitation. No attempt to appear sophisticated. Just a simple admission: I don’t understand everything the first time. He added something even more interesting. When he asks AI to simplify a topic, he often realizes how much he doesn’t know, or how complex things can sound when they don’t need to be. And if he feels that gap sometimes, he said, there must be people in his team feeling it too. That comment shifted the mood in the room. In many organizations, complexity is mistaken for competence. The more technical the language, the more authoritative it sounds. But clarity is not a downgrade. It’s leadership. When leaders simplify, they don’t dilute intelligence. They increase access. They make space for people to engage without feeling inadequate. They remove the quiet fear of asking what might seem like a “basic” question. Every team has people at different levels of understanding; different exposures, different contexts, different confidence levels. If communication assumes everyone is already aligned, it unintentionally excludes. Simplicity, on the other hand, invites participation. The leader’s use of AI wasn’t the main takeaway. His mindset was. He wasn’t embarrassed to learn publicly. He wasn’t defensive about not knowing. And he understood that if something feels complex to him, it likely feels even more complex to someone else. Perhaps that’s the real communication shift we need: Not speaking to impress. Not speaking to prove. But speaking to ensure understanding. Sometimes the most powerful leadership move isn’t demonstrating expertise. It’s modelling curiosity and making clarity the goal. Nyra Leadership Consulting #nyraleadershipconsulting #leadership #communication

It's performance review season at Apple. Years ago early in my time at Apple, my self-assessments were vague and modest. I assumed my manager already knew my contributions, big mistake. We all suffer from recency bias. My ratings were average because leadership couldn't see the full picture of my impact. Then, I changed my approach: I built a structured framework that clearly highlighted outcomes, leadership, and feedback. Of course, it all starts with great work but equally important is clearly articulating that impact. The results: better ratings, increased visibility, and accelerated career growth. Now I consistently earn top ratings. Here is how I approach my self assessments now. → 𝑫𝒐 𝑮𝒓𝒆𝒂𝒕 𝑾𝒐𝒓𝒌 Bulletproof your results with clear and quantifiable impact. → 𝑨𝒍𝒊𝒈𝒏 𝒕𝒐 𝑻𝒆𝒂𝒎 𝑮𝒐𝒂𝒍𝒔 Map your contributions directly to your team’s OKRs or strategic priorities. Show how you moved the needle. → 𝑹𝒆𝒇𝒍𝒆𝒄𝒕 𝒕𝒉𝒆 𝑳𝒆𝒂𝒅𝒆𝒓𝒔𝒉𝒊𝒑’𝒔 𝑽𝒐𝒊𝒄𝒆 Listen to what your senior leaders praise in All-Hands, town halls, and emails. These are your signals. If you contributed to those priorities, your impact becomes indisputable. → 𝑯𝒆𝒍𝒑 𝒐𝒕𝒉𝒆𝒓𝒔 Clearly document how you supported peers, mentored teammates, and collaborated cross-functionally. → 𝑮𝒐 𝑩𝒆𝒚𝒐𝒏𝒅 𝒀𝒐𝒖𝒓 𝑱𝒐𝒃 Highlight extra initiatives like mentoring, hiring, onboarding, or culture-building. → 𝑺𝒕𝒖𝒅𝒚 𝒕𝒉𝒆 𝑹𝒐𝒍𝒆 𝑮𝒖𝒊𝒅𝒆 Know the bar and beat the bar. Understanding what is expected is very important to exceed the expectations. → 𝑯𝒐𝒏𝒆𝒔𝒕𝒚 𝑨𝒍𝒘𝒂𝒚𝒔 Don’t oversell. Don’t underplay. Acknowledge challenges and how you addressed them. → 𝑴𝒂𝒌𝒆 𝑰𝒕 𝑬𝒂𝒔𝒚 𝒇𝒐𝒓 𝒀𝒐𝒖𝒓 𝑴𝒂𝒏𝒂𝒈𝒆𝒓 Provide clear, concise, and copy-paste-ready statements to simplify your manager’s job in justifying your top rating. Full post https://lnkd.in/gd6bwk6X I’d love to learn from you too; please share your best practices and thoughts in the comments.

Directors and VPs: your performance review is not a formality. It is the most underused career advancement tool you have access to all year. I see this every week with the senior professionals I work with. They prepare for job interviews with strategy and precision. Then they walk into their own performance review completely unprepared. Here is what separates the professionals who get promoted from the ones who keep waiting: 𝟭. 𝗘𝗻𝘁𝗲𝗿 𝘁𝗵𝗲 𝗿𝗼𝗼𝗺 𝘄𝗶𝘁𝗵 𝗮 𝗻𝗮𝗿𝗿𝗮𝘁𝗶𝘃𝗲, 𝗻𝗼𝘁 𝗮 𝗹𝗶𝘀𝘁 𝗼𝗳 𝘁𝗮𝘀𝗸𝘀 A performance review is not a recap of what you did. It is a strategic argument for what you are worth. Weak: "I managed the APAC rollout and hit the Q3 target." Strong: "I led the APAC rollout across five markets, delivered 23% above Q3 target, and built the operational framework the team is still running on today." The difference is not the work. It is the framing. 𝟮. 𝗤𝘂𝗮𝗻𝘁𝗶𝗳𝘆 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝘁𝗵𝗮𝘁 𝗰𝗮𝗻 𝗯𝗲 𝗺𝗲𝗮𝘀𝘂𝗿𝗲𝗱 Vague contributions are invisible at the senior level regardless of how significant they were. Replace "improved team performance" with "reduced time to hire by 40% and cut first year attrition by half across a team of eighteen." Numbers create credibility instantly. Descriptions create doubt. 𝟯. 𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝘄𝗵𝗲𝗿𝗲 𝘆𝗼𝘂 𝗮𝗿𝗲 𝗴𝗼𝗶𝗻𝗴, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝗱𝗼𝗻𝗲 Most professionals spend the entire conversation looking backward. The most promotable ones spend at least thirty percent looking forward. State clearly what you want to build, lead, or own in the next twelve months. Make it specific. Make it ambitious. Decision makers promote people they can already picture in the next role. Give them that picture. 𝟰. 𝗘𝗻𝗱 𝘄𝗶𝘁𝗵 𝗮 𝗱𝗶𝗿𝗲𝗰𝘁 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 Ask directly what the path to the next level looks like and what specifically needs to be true to get there. Most professionals leave hoping their manager will bring it up. But hoping is not a strategy. Asking is. Your performance review is not a box to check. It is the one conversation a year where the company is obligated to sit across from you and listen. Use it like it. Save this post if your next review is coming up and you want to walk in prepared. If you are a Director or VP who wants to work on how you position yourself in high-stakes internal conversations, comment LEADER. This is exactly the kind of work that changes how leadership sees you.

Stop telling on yourself by trying to use big fancy words and complicated explanations. Using big words to sound smart makes you sound less smart. Sales reps think using complex language makes them look professional. They throw around industry jargon and technical terms to prove they know their stuff. But research shows emails written at a third grade reading level get 36% higher response rates than emails with complex language. Your prospects aren't impressed by your vocabulary. They're scanning your email for 3 to 4 seconds trying to decide if it's worth their time. When they see complicated language, their brain registers it as extra work. Complex language creates barriers. It confuses prospects, makes your message harder to digest, and causes frustration. Clear, simple copy helps prospects quickly grasp your message. Clarity is what drives action. I personally aim to write emails at a fifth grade comprehension level. This isn't talking down to anyone. It means using clear language that's easy to understand, even if someone is skimming on their phone between meetings. Make your message so clear that prospects immediately understand the benefits you're offering and feel confident taking the next step. They respond because you made it easy for them to engage. Simple stands out in sales copywriting. 📌 What's one piece of jargon you need to cut from your outreach?