veryone has a natural communication style. Some are Bullet-Point Thinkers, who lead with the conclusion and summarize key points succinctly. Others are Storyline Thinkers, who prefer to offer background, narrative, and build-up before arriving at the conclusion. Neither is inherently better, but the ability to understand the dynamics in the room, your own style, and flex your style is crucial, especially when communicating with senior leadership.

Storyline Thinkers like to share the story of a situation. They set the stage, explain the origin, and help the listener understand the broader picture before arriving at a recommendation or decision.

Storyline Thinkers:

“Last year at our annual conference we had five speakers. We really tried to offer a diverse set of topics to appeal to a broad audience. We had everything from emotional intelligence to time management to strategic planning. After the event, we received a lot of feedback. Some of it was quite detailed. Attendees appreciated the speaker on emotional intelligence the most, mentioning that her insights were practical and directly applicable to team development. However, some said five speakers made the day feel too packed, and they had trouble absorbing so much information. A few also commented that some content felt redundant across sessions. Based on this input, and after discussing it with the planning committee, we believe it would be best to limit the number of speakers this year. That way, we can go deeper with fewer topics and give people more time to reflect and engage with the content.”

Bullet-Point Thinkers get to the point quickly and back it up with minimal detail as needed.

Bullet-Point Thinkers:

 “We’ve decided to limit the number of speakers at the conference this year based on last year’s feedback.”

As you might expect, we tend to appreciate the communication style that mirrors our own. But here’s the rub:

• If you’re a Storyline Thinker, Bullet-Point Thinkers may seem abrupt or overly direct.
• If you’re a Bullet-Point Thinker, Storyline Thinkers may seem long-winded or unclear.

Communicating Up the Chain

While Storyline Thinkers are often encouraged to tighten their messaging for executive audiences and quickly get to the point, it’s equally important for Bullet-Point Thinkers to develop greater awareness of how their style lands. Bullet-Point Thinkers can sometimes come across as abrupt or overly transactional, especially in email or high-stakes interpersonal settings. This can unintentionally create distance or seem dismissive. As leaders grow into more senior executive roles, adapting to a broader range of communication preferences becomes essential. Building empathy and adaptability for Storyline Thinkers, as well as intentionally including more context when needed helps build trust and engagement across teams.

The higher up you go in most organizations, the more you’ll find leaders Bullet-Point Thinkers who prefer direct, concise communication, whether it’s verbal or written. It isn’t necessarily about being abrupt; it’s about efficiency and clarity in their environments with limited time and big decisions to make. You might feel you are a blend of both.

The Adapted Pyramid Principle in Action

The definitive resource on the Pyramid Principle is Barbara Minto’s book, The Pyramid Principle: Logic in Writing and Thinking. This book introduces the concept of structuring communication by starting with the main conclusion, followed by supporting arguments, and then detailed evidence and is a structured communication technique especially effective when addressing executives.

Try this in your next presentation or 1:1:

1. Start with the answer or recommendation – the bottom line ( this is the top of the pyramid).
2. List three key points.
3. Close with a quick summary.
4. Have data or evidence as a backup to support each point if needed (but do not present it). Your goal is to allow space for questions and invite curiosity.

Pyramid Format in Practice:

Step One: Recommendation/Bottom line:Recommendation/Bottom line:

“We should limit the number of speakers at this year’s conference.”

Step Two: Three Key Points:

1. 1. “Feedback from last year showed audiences preferred fewer, deeper sessions.”
   2. “Two out of five sessions were poorly rated due to content overlap.”
   3. “The highest-rated session was interactive and focused on application.”

Step Three: Close/Conclusion Summary:

“Streamlining the speaker lineup will allow us to deliver higher-value content and create a more engaging experience, aligned with what our audience values most. “

Step Four: Invite Engagement/Curiosity:

“How can we design sessions that go beyond surface-level sharing and create lasting impact?”

“What criteria should we use to ensure each session adds unique value?”

“How might we build more opportunities for interaction and real-world application into every session?”

“What’s the best way to prioritize speakers and topics so we maximize audience engagement?”

This method appeals to Bullet-Point Thinkers but is accessible to Storyline Thinkers when combined with a brief narrative if asked.

Tips

• Avoid building up to your point—lead with it.
• Adapt detail based on audience interest and time.
• Use clear transitions between points (e.g., “First…”, “Next…”, “Finally…”).
• Rehearse to keep delivery crisp and confident.
• Make sure to reflect after your conversation/presentation. It’s always a great idea to ask for your feedback too! Did your message land clearly? Did you feel heard? Adjust your approach based on what worked.

If bullet-point communication is challenging for you, you can practice this in your every day, personal communcaiton. Here is an easy way to remember it:

1. 1. Headline
   2. Three things
   3. Close

“I went to Mexico for four days with my girlfriends last week. We had an incredible time. We ate at  fabulous restaurants, and laid by the pool every day. It was a much needed break from my busy work schedule.”

This activity helps build agility in your communication. One of the key leadership skills for influencing across levels in today’s complex organizations.

Melanie is Founder & CEO of Radical Ignition, Inc. and draws from 30 years of C-level experience in human resources/organizational development, executive coaching, and consulting experience working across a broad range of industries. She is a self-proclaimed “hyper-achiever in recovery” who thrives in complexity, reinvention, and real talk. Her career has been shaped by startups, shakeups, and a deep personal understanding of adversity. She leans into that lived experience as her lens, and to help leaders confront the hard questions, embrace ambiguity, and find the boldest version of themselves.

She works with ambitious executives, founders, and their teams ready to challenge the status quo, not just in their roles and organizations, but in their own thinking, beliefs, habits, assumptions, and leadership style. Whether she’s on a keynote stage or in a coaching session, she brings provocation with purpose. She isn’t engaged with her clients to make them feel comfortable. She is there to make transformation unavoidable.

Melanie is working with leaders from brands such as Fresenius Medical Care, CVS Health, Microsoft, Johnson & Johnson, Accenture, ServiceNow, Cedar, and Airtable. She is a certified executive coach through the Hudson Institute in Santa Barbara, a certified team coach through Clutterbuck International, and a Professional Certified Coach (PCC) through the International Coach Federation (ICF). She is also the President of the Seattle Hudson Coach Community and the Director of Outreach the ICF Chapter for Washington State.

Let’s talk!