A way to address your audience's concerns is what I call the dialogue method. Consider yourself in a dialogue with every possible reader. For example, let's say you wanted management to hire an expert organization to provide customer service training to your Call Center staff, and ten executives show up to your pitch in the conference room. Here are some questions they might ask:
Chief Communications Officer (CCO): How do we sell it to the Call Center?
Chief Information Officer (CIO): Is IT affected?
Chief Business Officer (CBO): Will it grow the business?
Chief Talent Officer (CTO): Are we training the right people?
Chief Legal Officer (CLO): Are there any liability issues?
Chief Research Officer (CRO): Where did you get your supporting data?
Chief Operations Officer (COO): What's the plan to keep the business running?
Chief Financial Officer (CFO): Do we have the budget for it?
Chief Security Officer (CSO): How much security clearance does the trainer need?
Chief Executive Officer (CEO): What's the return on investment?
Of course, any of the officers could ask any of those ten questions, and any of them could ask numerous other questions. Why do the Call Center staff need the training? How pressing is this problem? How long has it been a problem? Is a lack of training the root cause of the problem? Are there alternatives to training? How long will the training take? What makes the suggested training organization so expert? Where will the training take place? How will we measure results? Will staff revert to previous behavior? And many more.
I like this technique because all of us frequently ask and answer questions, so listing the questions and answering them seems as natural as speech. It's a good way to jumpstart the writing process.
