Process.
A good proposal follows a predictable journey.
| Title | Headline |
| Background | What happened before this? |
| Friction | What's the problem I need to fix? |
| Decision question | What exactly am I asking the group to decide? |
| Options considered | What are the choices? |
| Key requirements | What matters most here? |
| Pros and cons | How do the choices compare? |
| Recommendation | What is my recommended choice? |
| Why | Why does this option win? |
| Review triggers | When should we look at this again? |
| Next steps | What happens next? |
Detailed explanations.
| Background | What happened before this? |
| Explanation | Explain the history, how things got to this point. Include boundaries like budgets, deadlines, or legal constraints. Map out the current environment clearly. |
| What to ask yourself | What has changed recently to bring this to a head? Have you tried to fix this before? What are the fixed limits? |
| Friction | What's the problem I need to fix? |
| Explanation | Focus on the gap between where things are now and where they need to be. Clearly state the specific pressure point, inefficiency, or pain that makes a decision necessary. |
| What to ask yourself | What is the specific pain you are feeling? If you do absolutely nothing, what happens next? |
| Decision question | What exactly am I asking the group to decide? |
| Explanation | A clear, concrete question that forces a real choice. Aim for a high-level strategic question rather than a low-level task. For example, don't ask which software to buy; ask how to solve the underlying problem. |
| What to ask yourself | Start with "Should we…" or "How can we…"? Check: Am I accidentally just asking for permission on a minor task? |
Detailed explanations.
| Options considered | What are the choices? |
| Explanation | Lay out the genuine, distinct alternatives. Present at least two or three realistic and diverse paths, including the option of doing nothing. |
| What to ask yourself | What are three entirely different ways to solve this? What does "doing nothing" look like? Is there a more radical option I haven't considered? |
| Key requirements | What matters most here? |
| Explanation | These are the objective standards you are using to judge the options. Define what a "good" outcome looks like using criteria like cost, speed, quality. |
| What to ask yourself | What are the absolute non-negotiables (e.g., must cost less than £500, or must be done by Friday)? Do we value speed, cost, or quality more? |
| Pros and cons | How do the choices compare? |
| Explanation | Objectively score each alternative against your key requirements. Highlight the strengths, weaknesses, and trade-offs of each choice, to see where different options fall short. |
| What to ask yourself | How does each option hold up against the constraints? What do we give up if we choose a different option? |
| Recommendation | What is my recommendation? |
| Explanation | State your recommendation in one clear, short sentence. Do not sit on the fence or offer multiple answers. Use an active voice. |
| What to ask yourself | If I had to make this choice alone today, what exactly would I do? |
Detailed explanations.
| Why | Why does this option win? |
| Explanation | State the exact logic behind your recommendation. Show the deciding factor based on the requirements. |
| What to ask yourself | What was the ultimate deciding factor(s)? How do I explain this choice simply to someone who isn't in the meeting? |
| Review triggers | When should we look at this again? |
| Explanation | Name the specific signs, data changes, or dates that would prove the decision isn't working as intended, prompting a formal rethink. |
| What to ask yourself | What would have to happen for us to realise this choice was wrong? What specific conditions or metrics should we look out for? |
| Next steps | What's still left to do? |
| Explanation | List the immediate tasks needed to kick-start your solution if the group approves your proposal. |
| What to ask yourself | Who will own the first actions? What is the very next task? |