What strategies do you use to communicate 1) what has been accomplished, and 2) what is coming up next, especially when you have a mixed audience that includes stakeholders who want high-level updates? Saving Changes...
Aaron Porter span style="box-sizing: border-box; margin: 0px; padding: 0px;"In my projects, we use a Power BI dashboard tailored for various audiences, including the strategic director board, the delivery team, and the supply chain. We cannot rely on a single report to meet the needs of all audiences./span Saving Changes...
This has to start by doing a comprehensive job of gathering stakeholder information needs. Once that has been done, determine the best method, level of detail and delivery format and execute your communications plan. Usually, a communications model which enables stakeholders to pull the information they want at the level of detail they desire is preferred to either having the team create bespoke reports for each different stakeholder OR pushing a one size fits all report.
Kiron
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2 replies by Aaron Porter and Eduard Hernandez
Sep 20, 2025 9:20 AM
Eduard Hernandez
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Spot on. In addition, whichever format is adopted, it needs to be visual. No one reads comprehensive reports.
Sep 22, 2025 9:45 AM
Aaron Porter
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How consistently have you seen people pull the information they want when it is available at the level of detail they desire? I've seen it done, but it took some training; some people seem to prefer having it provided to them.
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Aaron Porter Progress communication with mixed audiences requires dual fluency:
- Strategic clarity for decision-makers
- Operational depth for delivery teams.
I’ve found a few principles helpful over time:
1. Segment the audience before segmenting the message.
Some stakeholders want high-level synthesis (objectives met, risks ahead, timeline shifts); others need granular visibility (task progress, blockers, dependencies).
A quick stakeholder map helps tailor communications meaningfully.
2. Structure matters: Progress / Next Steps / Risks.
Every update I share (written or verbal) typically follows this sequence:
- What we’ve achieved (concrete, quantifiable when possible)
- What’s next (milestones, pending decisions, dependencies)
- What might go wrong (early signals, mitigation plans)
This builds trust, even when things aren’t perfect.
3. Use visuals and standardized templates.
Dashboards, milestone charts, RAG status, and a clean “Status at a Glance” summary can make even complex projects digestible.
Consistent formats reduce ambiguity and save time for readers.
4. Respect time and channel preferences.
Not every update requires a meeting.
Asynchronous reports, pre-recorded walk-throughs, or shared dashboards allow stakeholders to consume updates on their terms, especially helpful in global or hybrid teams.
5. Ask for feedback on the communication itself.
I often check with my audience: “Are you getting what you need? Too much? Too little?” It’s a simple gesture but helps improve the process.
Avoid the trap of over-reporting.
One common mistake is sharing overly detailed reports with high-level stakeholders, thinking more data equals more value.
In reality, it dilutes key messages and creates noise.
Clarity > volume, especially for executive audiences.
Bonus tip: The PPP structure (Progress, Plans, Problems) works great for weekly team updates or mid-tier stakeholder check-ins.
Curious to learn from others: how do you adjust tone, format, or depth depending on your stakeholder’s roles?
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1 reply by Aaron Porter
Sep 22, 2025 9:40 AM
Aaron Porter
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"Not every update requires a meeting."
Can we make that bold, in size 72 font? Maybe get a skywriter or a sky banner and make sure it gets seen every couple of weeks?
Product Operations Program ManagerBarcelona, Cataluña, Spain
Sep 20, 2025 7:40 AM
Replying to Kiron Bondale
...
Aaron -
This has to start by doing a comprehensive job of gathering stakeholder information needs. Once that has been done, determine the best method, level of detail and delivery format and execute your communications plan. Usually, a communications model which enables stakeholders to pull the information they want at the level of detail they desire is preferred to either having the team create bespoke reports for each different stakeholder OR pushing a one size fits all report.
Kiron
Spot on. In addition, whichever format is adopted, it needs to be visual. No one reads comprehensive reports.
...
1 reply by Aaron Porter
Sep 22, 2025 9:37 AM
Aaron Porter
...
"No one reads comprehensive reports."
I learned that the hard way. I used to put a lot of time and effort into updates, only for multiple people to ask me questions that were answered in the updates. It was also frustrating to have to write at a third-grade level for highly educated people - I didn't consider that what was needed wasn't substantive answers for a college professor. What was needed was just enough accurate and timely information for busy people to be able to make informed decisions, quickly.
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
I’ve found that the key is adapting the level of detail to the audience. For executives, I summarize accomplishments and next steps in 2–3 clear points, often supported by a visual timeline or dashboard. For project teams, I provide more detail on dependencies, blockers, and upcoming tasks. Using consistent templates helps, but what makes the biggest difference is combining facts with context, explaining not just what was done, but why it matters for the bigger picture.
Spot on. In addition, whichever format is adopted, it needs to be visual. No one reads comprehensive reports.
"No one reads comprehensive reports."
I learned that the hard way. I used to put a lot of time and effort into updates, only for multiple people to ask me questions that were answered in the updates. It was also frustrating to have to write at a third-grade level for highly educated people - I didn't consider that what was needed wasn't substantive answers for a college professor. What was needed was just enough accurate and timely information for busy people to be able to make informed decisions, quickly. Saving Changes...
Aaron Porter Progress communication with mixed audiences requires dual fluency:
- Strategic clarity for decision-makers
- Operational depth for delivery teams.
I’ve found a few principles helpful over time:
1. Segment the audience before segmenting the message.
Some stakeholders want high-level synthesis (objectives met, risks ahead, timeline shifts); others need granular visibility (task progress, blockers, dependencies).
A quick stakeholder map helps tailor communications meaningfully.
2. Structure matters: Progress / Next Steps / Risks.
Every update I share (written or verbal) typically follows this sequence:
- What we’ve achieved (concrete, quantifiable when possible)
- What’s next (milestones, pending decisions, dependencies)
- What might go wrong (early signals, mitigation plans)
This builds trust, even when things aren’t perfect.
3. Use visuals and standardized templates.
Dashboards, milestone charts, RAG status, and a clean “Status at a Glance” summary can make even complex projects digestible.
Consistent formats reduce ambiguity and save time for readers.
4. Respect time and channel preferences.
Not every update requires a meeting.
Asynchronous reports, pre-recorded walk-throughs, or shared dashboards allow stakeholders to consume updates on their terms, especially helpful in global or hybrid teams.
5. Ask for feedback on the communication itself.
I often check with my audience: “Are you getting what you need? Too much? Too little?” It’s a simple gesture but helps improve the process.
Avoid the trap of over-reporting.
One common mistake is sharing overly detailed reports with high-level stakeholders, thinking more data equals more value.
In reality, it dilutes key messages and creates noise.
Clarity > volume, especially for executive audiences.
Bonus tip: The PPP structure (Progress, Plans, Problems) works great for weekly team updates or mid-tier stakeholder check-ins.
Curious to learn from others: how do you adjust tone, format, or depth depending on your stakeholder’s roles?
"Not every update requires a meeting."
Can we make that bold, in size 72 font? Maybe get a skywriter or a sky banner and make sure it gets seen every couple of weeks? Saving Changes...
This has to start by doing a comprehensive job of gathering stakeholder information needs. Once that has been done, determine the best method, level of detail and delivery format and execute your communications plan. Usually, a communications model which enables stakeholders to pull the information they want at the level of detail they desire is preferred to either having the team create bespoke reports for each different stakeholder OR pushing a one size fits all report.
Kiron
How consistently have you seen people pull the information they want when it is available at the level of detail they desire? I've seen it done, but it took some training; some people seem to prefer having it provided to them.
...
1 reply by Kiron Bondale
Sep 22, 2025 5:09 PM
Kiron Bondale
...
Aaron -
As you have said, it is often a case of training followed by coaching. If the ability to pull the info required is frictionless, the vast majority of stakeholders are eager to switch their approach but the moment it becomes onerous, they will revert back to having it pushed to them.
How consistently have you seen people pull the information they want when it is available at the level of detail they desire? I've seen it done, but it took some training; some people seem to prefer having it provided to them.
Aaron -
As you have said, it is often a case of training followed by coaching. If the ability to pull the info required is frictionless, the vast majority of stakeholders are eager to switch their approach but the moment it becomes onerous, they will revert back to having it pushed to them.
Kiron Saving Changes...
Pham Van PhuongProject Manager| FUJI CAC JOINT STOCK COMPANYHo Chi Minh, Viet Nam
Hi Aaron Porter Communication is like a well-prepared dish: it requires the right flavor, served at the right time, and presented appealingly. In a project context, it becomes the art of orchestrating stakeholders—where not only the content of your message, but also the way and tone in which it is delivered, are critical. Effective communication does more than transmit information; it reshapes relationships, fosters a culture of collaboration, and aligns all parties toward shared objectives, both internally and with external partners.
Even the most thorough report—with complete data, accurate figures, and clear visuals—can fail to resonate if its presentation feels too academic or if the audience is unfamiliar with the subject. The real challenge is: how do you communicate effectively to a mixed audience, including stakeholders who prefer high-level updates?
To address this, I focus on presenting complex information in a simple, clear, and easily digestible manner. For example, using real-life or visual analogies can help make abstract or technical concepts more tangible. I also take into account the generational, cultural, and communication preferences of each stakeholder to ensure the message is fully understood and achieves maximum impact. Saving Changes...
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