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Communication & influence · Simplifying the complex

You have to explain to the board why the firm's flagship fund underperformed its benchmark this year, and the board isn't full of investment specialists. How do you make the attribution land honestly?

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I refuse to hide behind attribution jargon, because a board that can't follow me can't govern, and it reads as evasion.…

The full answer: structure, worked example, likely follow-up.

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