A clear point of view, in the leader’s own voice

The brief

Leaders often have a strong point of view and little time to write. Ideas may be spread across conversations, strategy documents and technical notes. The task is to turn that material into an article, leadership message or speech the leader recognises as their own.

How I approach the writing

I draw out the central argument, connect it to the audience’s concerns and write in language the leader can stand behind.

• Find the point of view. Establish what the leader believes, why it matters now and where that perspective adds something useful.
• Build the argument. Put the central message, supporting evidence and implications in a sequence the audience can follow.
• Keep the voice credible. Shape speeches and written communication around the leader’s language, level of detail and relationship with the audience.
• Prepare for scrutiny. Challenge broad assertions, surface missing evidence and anticipate the questions a sceptical reader or listener may ask.

The editorial decisions

A speech needs to make sense when heard once. An article needs a clear argument and evidence a reader can examine. An internal message needs to explain what a decision means for people. I adapt the structure and pace to the format while keeping the leader’s position and voice consistent.