Episode 60 — Write decision-focused reports leaders actually read
In Episode 60, Write decision-focused reports leaders actually read, the focus turns to a skill that quietly determines whether intelligence work ever changes anything at all. Many analysts produce accurate, thoughtful analysis that never influences a decision because it is presented in a way leaders cannot quickly absorb or act on. This episode is about reshaping how you write so your work meets leaders where they are, not where analysts are most comfortable. Senior leaders are not reading for intellectual satisfaction, they are reading to decide. If your report does not clearly support that purpose, it is likely to be skimmed, deferred, or ignored. Writing for decision makers is not about oversimplifying risk, it is about respecting time, attention, and responsibility. When done well, this style of writing turns intelligence into motion.
A decision-focused report exists to answer two questions that matter above all others, which are what happened and what needs to be done about it. Everything else in the report should support those answers. Context, background, and analysis still matter, but they are there to justify and clarify decisions, not to stand on their own. This shift in purpose requires a different mindset than purely analytic writing. Instead of asking whether your reasoning is complete, you ask whether your conclusion is actionable. Instead of asking whether every detail is included, you ask whether the right details are included. When the report is structured around decisions, it becomes a tool leaders can use immediately rather than a document they must interpret.
One of the most effective techniques for decision-focused writing is placing the most important information at the very beginning using a Bottom Line Up Front (B L U F) approach. This means the reader encounters the core conclusion and its implications before they encounter supporting detail. For leaders who may only read the first paragraph, this placement is critical. The opening should clearly state the situation, why it matters, and what decision or awareness it requires. This does not remove nuance, it prioritizes relevance. Supporting analysis can follow, but the reader should never have to hunt for the point. When the bottom line is clear from the start, everything that follows reinforces understanding rather than competing for attention.
Another important adjustment is avoiding overly technical language that can confuse or alienate non-technical senior leaders. This does not mean avoiding accuracy, it means choosing language that communicates impact rather than mechanism unless the mechanism is directly relevant. Technical jargon can create distance, even when leaders are generally familiar with security topics. Clear language builds confidence and reduces the chance of misunderstanding. When technical detail is necessary, it should be explained in plain terms that connect directly to risk or decision-making. The test is simple: if a leader understands what changed and why it matters without asking for translation, the language is working.
Although many analysts are trained to write dense narratives, decision-focused reports must be easy to scan and mentally organize. Leaders often read under time pressure, switching between topics quickly. This means the structure of the writing matters as much as the content. Ideas should flow logically, and transitions should make it clear how one thought supports the next. The writing should guide the reader’s attention to what is most important rather than forcing them to discover it. When structure is intentional, the report feels lighter and more approachable even when the subject is serious. This readability increases the chance the report is fully consumed rather than partially skimmed.
To see the impact of this style, imagine a busy manager reading your report and immediately understanding which project to fund next. That clarity does not come from length or volume, it comes from focus. The report clearly connects observed risk to organizational impact and then to a recommended direction. The manager does not need to infer priorities or guess intent. The writing does that work for them. When reports consistently provide this clarity, leaders begin to rely on them as inputs to planning rather than as informational updates. That reliance is where intelligence begins to shape outcomes.
A helpful way to frame this style of writing is to think of the report as a concise briefing note rather than a research paper. A briefing note prepares someone to act, speak, or decide. It anticipates questions and addresses them efficiently. It respects the reader’s role by focusing on implications rather than process. This does not mean analysis disappears, it means analysis is organized in service of a conclusion. When you adopt this mindset, you naturally become more selective about what you include. The result is writing that feels purposeful rather than exhaustive.
Decision-focused reports should also clearly identify the risks and opportunities that the intelligence creates for the business. Risk without context can feel abstract, while opportunity without grounding can feel speculative. Effective reports connect intelligence findings to real organizational goals, such as availability, reputation, compliance, or growth. This connection helps leaders weigh tradeoffs and understand why security matters in their domain. When intelligence is framed in terms of business impact, it becomes relevant beyond the security function. That relevance increases the likelihood that recommendations are supported and resourced.
This ability to write with decision makers in mind ensures that hard analytic work leads to meaningful change rather than quiet approval. Many organizations are full of well-researched reports that never altered priorities because the writing did not clearly connect analysis to action. Decision-focused writing closes that gap. It respects the effort that went into the analysis by making sure the output is usable. Over time, this style builds a reputation for the intelligence function as a driver of improvement rather than a reporter of problems. That reputation matters when budgets, staffing, and strategic direction are discussed.
Strong decision-focused reports also make it clear what actions are recommended and why they are prioritized. Leaders are accustomed to making choices under constraint, so they value clarity about what matters most. Recommendations should feel like natural extensions of the analysis rather than abrupt additions at the end. The writing should explain how each action reduces risk or seizes opportunity. When this connection is explicit, leaders can agree, disagree, or modify the action with confidence. Ambiguous recommendations, by contrast, often result in no action at all.
Keeping reports short and focused on a single major issue is another discipline that improves impact. When reports try to cover too much ground, they dilute urgency and blur priorities. A decision-focused report should leave the reader with a clear sense of what deserves attention now. This focus does not prevent follow-on reporting, but it ensures each document has a purpose. Leaders are more likely to engage deeply with a narrow, well-defined issue than with a broad and unfocused overview. Focus is a form of respect for the reader’s time.
Quality still matters in presentation, even when brevity is the goal. Errors, inconsistencies, or sloppy formatting can distract from the message and undermine credibility. A report that looks rushed or careless can cast doubt on the care taken in the analysis itself. Verifying that the writing is clean and professional reinforces trust. While branding and formatting may seem secondary, they signal seriousness and attention to detail. When leaders see consistency and polish, they are more likely to take the content seriously.
Practicing this kind of writing requires deliberate effort because it runs counter to many analytic instincts. Rewriting a technical summary into a short executive overview forces you to choose what truly matters. The exercise highlights which details support decisions and which are interesting but non-essential. Over time, this practice makes it easier to write decision-focused reports from the start rather than trimming them down later. It also sharpens thinking, because clarity in writing often reflects clarity in reasoning.
Decision-focused writing is not about removing complexity, it is about organizing complexity so it can be acted on. Leaders do not need to know everything analysts know, but they need to know enough to decide responsibly. When reports consistently deliver that balance, intelligence becomes part of the organization’s decision-making rhythm. Good writing leads to action, not because it persuades emotionally, but because it clarifies reality. Draft an executive summary for your latest finding, because the way you write it will determine whether the insight moves from the page into practice.
