As a graphic recorder or ‘live scribe’, my job is to visually capture the key messages, ideas, and discussions from events in close to real-time. Whether at an ideation workshop, a keynote event, a conference, or a leadership offsite, I listen, synthesise, and capture the content through illustrations and text. It’s a rapid-paced, creative process that demands focus and fast decisions. But many people don’t realise that even experienced graphic recorders like myself can feel a certain level of stress when starting a capture. Specifically, the first few pen marks—especially the title—are often challenging.
Over the years, I’ve developed a strategy to alleviate the anxiety that comes with those initial marks. It’s simple but effective: I write the title twice. The first time, I write it quickly, in thin lines without worrying too much about the neatness or balance of the letters. The goal is to simply get the letters onto the paper. The second pass is where I slow down, carefully adjusting each letter’s shape and spacing, ensuring that the title is balanced, legible, and visually pleasing. By giving myself permission to make that first, imperfect pass, I relieve the stress of getting it “perfect” on the first try, allowing for a more thoughtful and confident second pass.
Interestingly, this strategy is not just a useful technique for a graphic recorder—it’s a valuable lesson for business leaders as well. Just as I use a second pass to refine my work, business leaders can apply a similar strategy in how they communicate with their audiences. We’ve all heard it a million times before, communication is key, but it’s often the first draft—the initial attempt at translating from idea into actual thing —that causes stress and hesitation. By embracing the concept of a “second pass,” leaders can reduce this anxiety, and take an iterative approach to getting things right.
The first step in my process—writing the title quickly and without worrying too much about perfection—mirrors the importance of putting out a “first draft” of ideas in any business context. When leaders communicate, whether it’s in a meeting, an email, or a presentation, the first version of their message is rarely perfect. It’s a starting point, an initial attempt to get ideas out into the open. But this first pass is crucial. It’s about taking action, making progress, and getting the conversation started. All while accepting imperfection.
For example, when drafting a strategic plan, business leaders don’t need to have every detail figured out right away. What matters is articulating the high-level vision and objectives, which can always be refined later with the input of others. The initial message or framework may not be flawless, but it’s a necessary foundation upon which to build. Similarly, in a meeting, you might present an idea that is not fully fleshed out, but it sparks discussion, feedback, and refinement from the team – so its doing its job.
As leaders, it’s important to let go of the fear of imperfection and recognise that the first draft is just the beginning of a process, not the final product. Just like my quick, unpolished first pass on the wall, it’s okay to start rough. The key is to keep moving forward and not get stuck in perfectionism.
Once I’ve completed the first, hasty version of the title, the second pass is where the real work happens. This is when I slow down, pay attention to the lines and shapes of each letter, refining to create a more polished and legible final result. The second pass is about filling out the gaps and unevenness, finding the balance and ensuring that the message is clear and aesthetically pleasing.
For business leaders, this second pass comes after the initial communication or idea has been put out – most likely to a small and trusted ‘test group’. Leaders can then revisit their message and refine it. It’s an opportunity to review the feedback, adjust the tone, and improve the clarity of the message based on new insights. The second pass is where leaders take the time to fine-tune their communication to ensure that it resonates with the audience.
This refinement process is especially critical when communicating with teams or customers. In leadership, a message that is unclear or poorly framed can lead to confusion. By revisiting and refining the message, business leaders can ensure that it’s both clear and impactful. But you still have to start somewhere right?!
One of the biggest lessons I’ve learned through this “two-pass” method is the importance of reducing stress. When I’m faced with a blank wall and need to create a graphic in real-time, I could easily get bogged down by the pressure to make that first pen stroke perfect. But by giving myself permission to make a rough first draft and then refine it, I release the pressure to be perfect from the outset.
Business leaders can benefit from this same approach. In business, the desire to communicate perfectly can sometimes result in procrastination, overthinking, or a lack of action. Waiting for the perfect time or the perfect message can lead to missed opportunities. Instead of waiting for everything to be flawless, leaders can approach their communication as a process—one that includes a rough first draft to a test audience and a second pass that allows for refinement and improvement.
By giving yourself permission to be imperfect in the early stages, you free yourself to act, to put ideas out there, and to iterate. This mindset shift can reduce stress and enable leaders to communicate more effectively and confidently.
In business, communication is not just about what’s being said, but also how it’s being received. By embracing a two-pass approach—starting with a rough draft and refining it—leaders can build trust and foster engagement with their teams. The act of revising and improving a message shows transparency and humility. It says, “Here’s my initial thought, and I value your feedback to make it better.”
For example, when communicating a new business strategy, a leader might start with a broad outline and then refine it based on team input. This not only strengthens the clarity of the strategy but also involves teams in the process. When leaders take the time to listen, revise, and communicate clearly, it fosters a culture of collaboration and trust.
