The Most Under-Rated Communication Tool

Progress, Plans & Problems is underutilized as tool for organization and alignment

In the realm of management, communication isn’t just about exchanging information; it’s about building bridges between teams and leadership, ensuring everyone moves in the same direction. One tool that has the potential to strengthen this bridge is the PPP—Progress, Plans, Problems. Over the years, I’ve come to appreciate how a well-crafted PPP can transform not just the flow of information but also the very dynamics within an organization.

At its core, the primary purpose of a PPP is to facilitate upward information flow so that leadership can clearly understand where the business currently is and piece together the various moving parts. It is also a conduit for team leaders to engage in meaningful dialogue with senior leadership. Therefore, only the most relevant content should find its way into the PPP—elements that contribute directly to this goal. While the PPP can also serve as a tool for broader communication, that function is secondary. Thus, the language and context should be tailored specifically for leadership, and distractions from the core message should be edited out.

Beyond just informing leadership, PPPs act as a valuable exercise for teams themselves. They serve as a forcing function, prompting the team to reflect and actively review the progress they’ve made during the reporting period. This reflection isn’t merely about cataloging completed tasks; it’s about assessing impact, understanding how each achievement moves the team closer to its objectives, and identifying areas for improvement.

The frequency with which PPPs are sent should align with the team’s pace and the nature of its work. Teams embarking on new projects or those in rapid iteration might benefit from a weekly cadence, keeping leadership closely informed and allowing for swift adjustments when necessary. Conversely, teams overseeing stable infrastructure or long-term initiatives might opt for a monthly update. What is crucial is that this cadence is agreed upon between leadership and the team, with any changes communicated explicitly. This mutual understanding ensures alignment of expectations and maintains the PPP’s utility as a tool rather than reducing it to a mere formality.

When it comes to crafting the PPP, think of it as a narrative—a story that encapsulates the team’s journey over the reporting period. It’s not just an informational document; it’s an articulation of your perspective, encompassing your confidence, concerns, and curiosities. Begin with the main **metric** that defines your team, showcasing its current value and how it has evolved over time. This metric should ideally tie back to the fundamental equations of the business, anchoring leadership in understanding precisely how and where your team drives impact.

In the Progress section, detail what the team has accomplished, but avoid compiling an unprioritized list of every task completed. Such an approach dilutes the significance of your truly impactful work, and weakens the narrative. Instead, prioritize the most significant achievements, placing the most impactful items first, and maintain a high threshold for what gets included. For each item, ensure the reader grasps why it’s impactful—why it’s worth their attention. That is, rather than showcasing how busy the team has been, give space to showcase the progress that genuinely matters to the business.

Moving on to the Plans section, treat it as a commitment between you and leadership. Similar to the Progress section, a concise, prioritized list is more effective than an extensive catalog of ambitions unlikely to be fulfilled. This section offers an excellent opportunity to build trust with leadership because you’re essentially calling your shots. As a general practice, I aim for the plans outlined in this PPP to become the progress reported in the next one. Additionally, I make a clear distinction between explicit goals and stretch objectives to set expectations appropriately. If certain plans from the previous PPP have been deprioritized, it’s important to address that openly, providing context for the change.

The Problems section serves as a call to action for leadership. It’s designed to highlight significant challenges that require assistance from the broader organization. This isn’t the place for minor hiccups or routine obstacles; focus on material problems that, if left unaddressed, could hinder the team’s progress substantially. Interestingly, this section might often remain empty, which isn’t necessarily a bad thing. However, it’s crucial not to shy away from populating this section when genuine issues arise. Concealing problems to project an image of smooth sailing can lead to larger issues down the line. Transparency here fosters trust and paves the way for collaborative problem-solving.