Time to play the mix-and-write Phil Crawley memo game! - Macleans.ca

Time to play the mix-and-write Phil Crawley memo game!

by

You know, the mark of really excellent communication is that the mere order of words has no real significance. A great memo achieves a sort of meta-significance that ensures lasting value regardless of whether it actually is… you know… comprehensible.

Take today’s memo from Globe publisher Phil Crawley about the, er, the defenestration. I’ve discovered that it makes no real difference to the comprehensibility of the thing whether the words come out in anything resembling the order Crawley wrote them. So it’s all equally fine reading whether you read it the way Crawley wrote it…

Reimagination-inspired teamwork during the last four years has reinforced the value of a more collaborative way of managing our
business.  By drawing on the collective strengths of the team, we are all better able as individuals to contribute to the success of The
Globe and Mail
.  With that objective in mind, I have reviewed the composition of the Executive Team, and identified priority areas for improvement.

New skills and different styles of leadership are needed to take The Globe and Mail to levels of achievement which meet the ambitions of our shareholders, to cement our standing as the best in Canada at creating high-quality content for consumption on whatever platform is most desirable for our readers, users and advertisers.

We are building on a position of strength not enjoyed by many of our competitors. The executive changes outlined below are intended to ensure that The Globe and Mail is in the prime spot to take advantage of the market opportunities that will arise when the recession eases.

…or whether you shake it up a tad:

We are building on a position of strength not enjoyed by many of our competitors. With that objective in mind, I have reviewed the composition of the Executive Team, and identified priority areas for improvement. New skills and different styles of leadership are needed to take The Globe and Mail to levels of consumption which meet the ambitions of our content for cement, to achievement our standing as the best in Canada at creating high-quality shareholders on whatever platform is most desirable for our users and advertisers.

The executive changes outlined below are intended to to take advantage of the readers. Ensure that The Globe and Mail is in the prime spot that will arise when the  market-opportunities recession eases.

Reimagination-inspired teamwork during the last four years has reinforced the value of a more collaborative way of managing our business. By drawing on the collective strengths of the team, we are all better able as individuals to contribute to the success of The Globe and Mail.

…or even if you shake it up a lot:

We are building on a position of new skills and different styles of leadership. With that objective in mind, I have strength not enjoyed by many of our competitors. Priority areas for improvement are needed to take The Globe and Mail to levels of achievement which reviewed the composition of the Executive Team. Meet our cement shareholders! Standing as the best in Canada and creating high-quality consumption, identified  to  our ambitions of the  content at our desirable readers, for most users, on advertisers’ platform. Whatever.

And is a teamwork during the last four years inspired? Has the value of prime intended to ensure the success? The Globe and Mail is in the spot: arise! Contribute to the collective-reinforced collaborative of strengths that will better take advantage, below the market, of recession business managing. Of reimagination! More of our Globe and Mail way. We are the drawing team. On the executive. Able by all, as individuals, to the changes that are outlined when the opportunities eases.

Filed under: