How do you explain your decisions to different groups?

1 Know your audience

Before you explain your decisions, you need to understand who you are talking to and what they care about. Different groups may have different levels of knowledge, interest, authority, or influence over your decisions. For example, your boss may want to know the rationale and the results of your decisions, your team may want to know the process and the implications of your decisions, your clients may want to know the benefits and the value of your decisions, and your stakeholders may want to know the impact and the risks of your decisions. You need to tailor your explanations to address their specific questions, concerns, and goals.

2 Use clear and simple language

When you explain your decisions, you need to use clear and simple language that avoids jargon, acronyms, or technical terms that may confuse or alienate your audience. You also need to use appropriate tone and style that matches the situation and the relationship. For example, you may use more formal and polite language when you explain your decisions to a client or a stakeholder, and more casual and friendly language when you explain your decisions to your team or your boss. You also need to use positive and constructive language that emphasizes the benefits and the opportunities of your decisions, and avoids negative and defensive language that may trigger resistance or criticism.

3 Provide evidence and logic

When you explain your decisions, you need to provide evidence and logic that supports your choices and shows how you reached them. You need to demonstrate that you have done your research, analysis, and evaluation, and that you have considered the alternatives and the trade-offs. You also need to show how your decisions align with the goals, values, and priorities of your audience and the organization. For example, you may use data, facts, examples, or testimonials to back up your decisions, and use frameworks, models, or criteria to explain your reasoning.

4 Invite feedback and dialogue

When you explain your decisions, you need to invite feedback and dialogue from your audience and show that you value their opinions and insights. You need to listen actively and empathetically to their responses, and acknowledge their emotions and perspectives. You also need to address their questions, doubts, or objections, and clarify any misunderstandings or gaps. You also need to be open to suggestions, improvements, or adjustments, and show that you are willing to learn and adapt. For example, you may use open-ended questions, probes, or prompts to encourage feedback and dialogue, and use affirmations, paraphrases, or summaries to confirm and reflect their input.

5 Follow up and follow through

When you explain your decisions, you need to follow up and follow through with your audience and show that you are committed and accountable. You need to communicate the next steps, actions, or expectations, and assign roles and responsibilities. You also need to provide updates, progress, or results, and celebrate successes or learn from failures. You also need to seek feedback and evaluation on your decisions and their outcomes, and show that you are willing to improve and grow. For example, you may use reminders, check-ins, or reports to follow up and follow through, and use surveys, reviews, or testimonials to seek feedback and evaluation.