A few months ago, we did a blog about effective communications, as some people really struggle to communicate effectively with others and, if you happen to be  a team leader, who is unable to communicate effectively, this inability can lead to disastrous consequences.

So, when one of my recent coaching clients told me he found it difficult to get his team to understand his requirements and instructions clearly, I offered to share with him the ‘N.I.T.S. Briefing’ method.

If you have a similar issue, this could prove to be an invaluable tool for you.  Poor communication skills produce poor results and can even put lives at risk!  The ‘N.I.T.S. Briefing’ method comes from the airline industry and is considered an essential tool in emergency situations.  N.I.T.S stands for:


Nature: what is the nature of the problem or issue you are trying to solve;
Intention: what do you intend to do about it;
Time: what time constraints do you need to operate in; and
Special Procedures: what are the special instructions that your team must follow.


We had several complementary responses to this blog; but one person asked, “was there a similar acronym that helps with decision making?”

So if you’re someone who would like a model that will help you consider your decision making using a model approached, here it is.   It’s called the PIOSEE model and, if used properly, will help you to make more informed decision.  It stands for:


Problem: identify the ‘real’ problem you are trying to solve;
Information: what information do you have about the problem and do you need anything other information to help you;
Options: after collating information, what options are there to help provide a solution?
Select: decide which solution you are going to take;
Execute: assign roles and responsibilities for people involved in delivering the solution;
Evaluate: continually review progress until the solution has been delivered and analyse the effectiveness and capture areas for improvement for next time.


This kind of structured approach can be very useful when making decisions.  So, please feel free to use this methodology during  future team meeting or when you are trying to decide alone, and please let me know how you got on.