Writing as a Leadership Tool

In an era dominated by meetings, messaging apps, and video calls, writing might seem like a declining skill. But the leaders who have the greatest influence—the ones whose ideas persist, whose strategies get implemented, and whose thinking shapes organizations—are almost universally strong writers. Not because they have literary talent, but because the act of writing forces a clarity of thought that speaking does not.

Writing Forces Thinking

When you speak, you can be vague and no one notices. You can use filler phrases, circle around a point, and rely on charisma to carry ideas that are not fully formed. When you write, there is nowhere to hide. A sentence either makes sense or it does not. An argument either holds together or it falls apart.

In Make It Happen, I encourage young professionals to write more than their job requires—not for public consumption, but as a thinking tool. Write out your strategy before presenting it. Write a one-page summary of your position before entering a negotiation. Write the key messages before giving a speech. The act of writing is the act of deciding what you actually think.

The Memo as a Leadership Instrument

Jeff Bezos famously banned PowerPoint at Amazon in favor of six-page memos. The reasoning is sound: a memo requires the author to construct a complete, logical argument. A slide deck allows fragmented thinking held together by bullet points and presenter charm.

You do not need to ban slides to adopt this principle. Before your next important meeting, write a one-page document that states your recommendation, your reasoning, the key evidence, and the main risks. Distribute it in advance. You will be astonished at how much more productive the meeting becomes when everyone arrives having read a clear, written argument rather than watching someone click through slides.

Emails That Move Organizations

Most professional emails are forgettable. They are too long, too vague, or too buried in context to generate action. Leaders who write effective emails follow a few principles:

Lead with the ask. The first sentence should tell the reader what you need from them and by when. Everything else is supporting context. If people have to read four paragraphs to discover that you need a decision by Friday, most will not get there.

One email, one topic. Emails that cover three different subjects get partial responses. Break complex communications into separate, focused messages.

Write for scanning. Use short paragraphs, bold key points, and bullet lists for action items. People read emails on phones between meetings. If your message requires sustained, deep attention, send it as an attached document with a one-line email saying what it is and what you need.

Writing Culture

Organizations that write well tend to think well. When proposals are written, assumptions become visible. When decisions are documented, accountability is clear. When strategy is articulated in prose rather than bullet points, the gaps in logic become apparent before implementation begins.

If you want to improve the quality of thinking in your organization, start by raising the standard of writing. Ask for written proposals before meetings. Require written summaries after decisions. Create templates that guide people toward clarity. Over time, the habit of writing becomes the habit of thinking, and that changes everything.