What You Must Remember About Powerful Visuals
Remove extra details. Make sure every picture clearly shows just one main, important idea that someone can grasp in a few seconds.
Design your graphic so a busy leader can instantly see the main finding or the most important part without having to read everything.
Get rid of any information that doesn't directly help make a business choice. Focus on the useful facts, not just all the raw numbers.
Use size and color on purpose to make the viewer look at your most important conclusion first, before they look at the backup proof.
Why Visuals Are Crucial for Strategy
Many people see visual content as just a nice way to show boring numbers. They take plain facts, put them in a bright template, and call it an infographic. This is a huge mistake. Making bad information look colorful doesn't make you smart; it shows you don't understand what’s important, which can stop your career from going past middle management.
In the highest levels of a company, only one thing counts: how fast someone can get the main idea. Every second an executive wastes trying to figure out a messy chart is a waste of the company's most valuable time and money. When your visuals cause confusion, you aren't just failing at design—you are costing the business. Good visuals aren't about art; they are about making decisions quickly. If your work can't help a leader approve a big project in under thirty seconds, you are losing influence and future earnings with every slide you show.
To fix this, you must stop holding onto every tiny detail just to prove you worked hard. Real experts stop being decorators and become Information Planners. This means shifting to "Visual Argument." Instead of just showing what is happening, use the visual to show why it matters and what needs to happen next. By cutting out what isn't needed, you highlight the data that actually supports the business case. Your goal is to make a visual so clear and logical that it can argue your point for you, even if you aren't there.
Your Guide to Making Decisions with Visuals
To fight the urge to show everything, remember that a top-level visual is a map to decisions, not a storage box for data. Find the "One Main Truth" that justifies a big move and remove everything that distracts from it.
Try the "Napkin Test." Before you use any software, use a sticky note or napkin. Draw your main point using only three lines and five words. If you can't show the "Why it matters" and the "What to do" that simply, your idea is still too complicated.
"I know we have forty numbers we could show, but for this decision-maker, only these three matter for the final result. Let's put the extra details at the end so we focus on the main point."
We don't hire the person who uses the most features; we hire the person who respects the CEO's time. People who present cluttered visuals look like they can't handle priorities. Those who present clean, "Decision-Ready" graphics move quickly toward leadership jobs.
Shift from just summarizing to making a clear argument. Use where things are placed on the page to guide the viewer's eye to the most important part. If the viewer's eyes wander, you’ve lost the fight.
Use the "One Color Highlight." Make your whole design in black, white, and grey shades. Then, pick just one strong color (like bright red or deep blue). Use that color only on the one number or trend that needs a leader to make a choice. This forces the eye straight to the business case.
"I purposely made the other numbers less bright to draw attention to the 12% drop in customer retention. This is the exact spot we need to fix to meet our goals this quarter."
Top leaders often look at materials quickly before meetings. If your visual can convince someone to say "Yes" in the 30 seconds they glance at it in an elevator or on their phone, you become a vital part of the team.
A visual only succeeds if it can "stand by itself." If you need 10 minutes to explain a chart, the chart failed. Your final step is checking if your visual can keep arguing your case even after you leave the room.
Do a "5-Second Quick Look." Show your visual to someone who knows nothing about your project. Let them look for exactly five seconds, then take it away. Ask them: "What is the problem, and what is the solution?" If they can't say right away, you need to remove more clutter and make your titles clearer.
"If this slide were sent to the CFO with no explanation, would it still clearly show the money saved or earned? If not, we need to make the title simpler."
Content that can be easily shared online (like in Slack) is highly valued. When your visual is easy to understand and share, your reputation spreads through the company much faster than you can travel yourself.
How Cruit Helps Your Visual Content Plan
Step 1: Cleaning Up the Data
Journaling ToolUse the AI Coach to talk through your project results and find the clear numbers that pass the "Napkin Test."
Step 2: Building the Main Point
Career Advice ToolUse smart questions to help you pick your "Action Color" and decide what problem or chance to show the executive.
Step 3: Making Sure It Works Alone
Interview Practice ToolOrganize your findings into clear stories and practice your talking points to nail your "Professional Script."
Common Questions About Making Visual Arguments
My boss says my visual is 'too simple' and wants me to add back the technical details and footnotes. Won't I look like I don’t know my stuff if I leave them out?
Stop worrying about looking smart and start worrying about being effective. Your boss suffers from knowing too much already. They think more data means more authority. It doesn't; it means more work for the leader.
When you add small details and notes, you aren't being "complete"—you are hiding the main point behind data that might not even matter. If your boss pushes back, tell them: "We can give them the 40-page technical report if they ask, but this visual is here to get a 'Yes' in thirty seconds." Your job is to be an Information Planner, not a data filing clerk. If the data doesn't directly prove the argument, throw it out.
What if I don't have enough 'impressive' data to fill a page? Won't a small chart look cheap compared to a complex one?
This is the trap of thinking things need to look fancy. You think a crowded page looks professional. It looks needy. Top leaders don't want a "full" page; they want a clear direction.
One strong piece of data that shows a huge loss or a huge opportunity is worth more than ten pages of "interesting" charts. If you only have one meaningful fact, make that fact the entire visual. Use the empty space to make it stand out. A single, strong "Visual Argument" shows you are confident enough to know what truly matters. Only beginners fill up space because they are scared of silence.
If I take a strong position with my visual and a leader sees it differently, won't that be risky for my career?
The biggest career risk isn't being wrong; it’s being boring. If you show a "summary" meant to please everyone, you wasted the executives' time. They didn't hire you to be a reflection; they hired you to be a filter.
If a leader argues with your visual, that's great—you've started an important, high-level discussion. That's the point. Because you used a clear "Visual Argument," the conflict is out in the open where it can be fixed, instead of hidden in a confusing report. An expert uses visuals to force a choice. If you are scared to take a stand, stay out of the leadership room and let someone else take charge. If you want the big promotions, you need the courage to point at a chart and say, "This is the right path."
Be in Charge with Every Part of Your Visuals
Stop seeing your charts as just decoration; treat them as your main tool for gaining power. Slipping back into the BAD_HABIT of just "brightening up" data shows you are junior and waste the time of expensive leaders. As a top partner, you must make the CHANGE to turn hard facts into clear, instant ideas that guide big decisions.
Companies don't want quiet people who agree with everything; they need leaders who show confidence with every piece of information they share. Stop being just a designer and start acting like the strategic helper your career needs. Simplify your message until no one can ignore it.
Start Making Decisions Happen
