Empowering change through “Call To Action” documents
A practical guide for engineering management
Time to call
In fast-paced engineering environments, getting everyone on the same page can sometimes feel like an uphill battle. Whether you’re introducing a new process, making a case for extra resources, or calling for a strategic pivot, concise and actionable communication is key. That’s where a “Call To Action” document comes in.
A Call To Action document is a one to two page brief that brings clarity to complex challenges. Rather than lengthy emails or drawn-out meetings, these documents succinctly explain an issue, provide context, and propose clear next steps. They’re designed to focus discussions, break through organizational inertia, and drive immediate action.
Consider these common scenarios:
When you need to introduce a new process that redefines how a team works
When your team lacks resources and you need to secure additional support
When the status quo isn’t working, whether it’s an underused tool, an outdated project, or an overall misalignment of strategic goals
In short, a well-crafted Call To Action document transforms ideas into initiatives and problems into opportunities for improvement, allowing us to convert our “Why I Want to Leave” lists into actionable initiatives. In our engineering management landscape, such documents serve not just as memos, but as catalysts for positive change.
Building an effective Call To Action
A Call To Action document typically follows a straightforward structure. Here we break down what to include and provide real-world examples from our own experience.
A. Setting the stage with a clear title and date
Every document should begin with a descriptive title. For example, “Call to Action: Gemba Kaizen1” instantly signals that this isn’t a casual memo. It’s a focused proposal for change. Including the date and author(s) establishes context and accountability.
B. The Problem: What’s happening now
Start by describing the current situation objectively. This section (sometimes labeled as “Status” or “Diagnosis”) lays out why action is needed. For instance, one recent document highlighted a persistent disconnect between what managers perceive and what individual contributors experience on the work floor. Data like low survey scores adds weight to the argument, creating a shared understanding of the challenge.
C. Context: Why it matters
Providing context is key. Explain the background, the history of the issue, or even how similar challenges have been addressed elsewhere. In another example: “Call to Action: Google Analytics2”, we noted that while some teams believed the tool was becoming obsolete, a significant majority relied on it. Detailed context not only builds the case but also helps stakeholders understand the broader implications of inaction.
D. The Proposal: Moving from problem to solution
The heart of the document is your proposal. This section outlines the actionable steps to resolve the issue. Taking our “Gemba Kaizen” example, the proposal was simple yet clear: have each Director spend a day with their teams to understand ground-level challenges and then deliver a one-page report with actionable recommendations. In the other case involving Google Analytics, the document suggested forming a cross-team task force to manage the migration from Version 3 to the newer Version 4.
E. Keeping It short and impactful
Given that these documents are scarce in length, clarity is paramount. Use headers, bullet points, and concise language to ensure that your message comes across—even if the reader only skims the content. The goal is to swiftly transform a problem statement into a roadmap for action without overwhelming busy decision-makers.
F. Inviting Collaboration and Follow-Up
A good Call To Action document isn’t a one-way monologue. Encourage feedback and discussion. For example, you could end with, “Can we schedule a review next week to discuss these recommendations?” This invites dialogue, builds consensus, and helps ensure that the proposal gains traction.
Real-World Examples
Let’s briefly look at the two examples from above:
Example – Call to Action: Gemba Kaizen
Status: Managers are disconnected from the daily challenges of their teams, as evidenced by consistent low “Ease of Work” scores
Context: Gemba Kaizen is a philosophy where managers experience the work process firsthand, similar to practices at renowned companies like Blizzard
Proposal: Each Director should spend an entire day with their team, document insights, and produce a one-page report with prioritized action items
Example – Call to Action: Google Analytics
Status: Google Analytics Version 3 is being discontinued, and teams are at risk of losing critical insights
Context: Despite some believing the tool is less important, many teams rely heavily on it for data-driven decisions
Proposal: Form a cross-department task force (or consider external help) to execute a seamless migration to Google Analytics 4 and re-establish clear ownership
These examples show how a Call To Action document cuts through ambiguity, focusing the reader’s attention on both the problem and the proposed solution.
Wrapping up and getting started
As engineering leaders, your challenge isn’t just identifying what needs fixing, it’s leading the charge toward actionable solutions. Call To Action documents serve as a bridge between problem recognition and tangible change. By clearly articulating a problem, providing context, and laying out a solution, these succinct documents become invaluable tools in our engineering management toolkit.
Key takeaways:
Start with a clear title, date, and context
Objectively define the current state and back it up with data where possible
Provide enough background so that stakeholders understand why this is an issue worth solving
Outline a concrete, actionable proposal with clear roles and responsibilities
Keep it short, simple, and structured to fit busy schedules
End by inviting further discussion and establishing avenues for follow-up
By adopting this approach, you can transform vague complaints or long-discussed issues into prioritized projects that yield measurable improvements. Instead of endless discussions, you’re empowering teams to move from oral debates to documented decisions, paving the way for more focused and collaborative advances.
For those ready to put this into practice, we’ve created a downloadable template that encapsulates these best practices. This template can serve as a starting point for your next initiative, ensuring you don’t have to reinvent the wheel every time a call for action is needed. Download our Call To Action template and start turning challenges into opportunities today.