JECBizWritingTips.com

Business Writing Tip: Writing To Be Read

noreply@blogger.com (Jack) — Fri, 10 Feb 2012 11:00:00 +0000

Needless to say, most writers in Business and Industry do not enjoy unlimited artistic freedom in plying their craft; however, this should not mean that letters, memos, and reports must be entirely devoid of originality.

That said, anyone who writes regularly in their job understands the importance of writing communications that "stand out". Just the same, over time, even the most talented communicators often end up treating every writing assignment with a sameness that saps the vitality out of their writing style.

Of course, Organizational Style plays a big part in influencing Business Communicators. The simple fact is that when writers feel compelled to write with a consistent and "official-sounding" voice, they often end up in a creative void.

The upshot is that Organizational Style may reflect management preference, but this, in itself, is not always conducive to producing the most effective written communications.

Obviously, writing contrary to Organizational Style may very well expose Business Communicators to criticism and rejection. Nevertheless, this should not be an excuse for maintaining the status quo. After all, if readers are merely skimming or are ignoring most written communications, then change is both logical and inarguable.

On the surface, introducing change may seem professionally risky, but change need not be radical. For Business Communicators, the simple act of following up on a commitment to better-connect with readers will often trigger enough of a change to affect reader interest in a positive way.

Start by reviewing the tone and substance of some of your past communications. Read each one objectively, and ask yourself the following questions:

* Is my writing overly formal and ponderous?
* Does it sound like I am trying to inform or impress readers?
* Are my communications “heavy” with acronyms and buzzwords?
* Do I have too many unbroken text blocks?
* Are your main points easily identified?
* Do my communications tend to run longer than necessary?

As you go through this exercise, keep in mind that written communications need not be humorless or heavy-handed in order to be effective. By the same token, they should not be so informal that they lose all credibility with readers (and management) as Professional Communications.

The key lies in striking a good balance between these two extremes. In the end, this simply means tailoring that tone, vocabulary and level of detail in a communication to specific groups of readers. It is here, perhaps more than anywhere else, where a communicator’s creative talents are most needed and appreciated.

As a final note, keep in mind that changing your writing style from what is usual and customary for your organization WILL make your writing stand out; however, this should never mean comprising one's credibility with unconventional language and formatting. If you want to pique reader interest, keep things simple. Write to be read!

Jack

Business Writing: Ghostwriting Tips

noreply@blogger.com (Jack) — Wed, 14 Dec 2011 05:03:00 +0000

Drafting and writing communications for Senior Management is a common task for Business Communicators. Unfortunately, it is not unusual for some very competent writers to panic in the face of these assignments.

Granted, it is understandable when writers experience some angst when writing for anyone in authority; however, effective communicators have learned to rationalize such tasks as being no different from most other Business Writing assignments.

A good way to look at Ghostwriting is to view any formal communication prepared on company letterhead as the voice of Management. And this holds true whether the communication is signed by a CEO or anyone else in an organization, even the writer.

Obviously, extra thought and preparation is usually required when writing for someone else, but the process is logical and straightforward. In this regard, keep the following five tips in mind when beginning a Ghostwriting Assignment:

1. If you are being asked to draft a document for someone, logic says you should try to get a feel for how that person normally communicates. Read past communications from this person. Talk with others who know this individual. Better yet, try talking with this individual yourself.

2. Remember to always write the way you normally write, and refrain from mimicking an other's writing style. Feel free to include a unique characteristic or two of the signatory's normal writing style, just do not overdo it. You are not trying to write a parody.

3. Write from your head and not from your heart. Senior Managers project a certain style and image, thus it is important that you draft a communication that is consistent with these qualities. Some writers may feel stifled by this, but writing what is expected and customary for the signatory will preclude a lot of unnecessary frustration and re-writes for the writer.

4. Choose your tone and language carefully. Ask yourself, is my approach too formal or too casual for the person I am writing for? Also, am I using terms or phrases that would be totally out of character for the person who will be signing the communication? If you are not sure, then you haven't done your homework.

5. Be prepared to make revisions. Your draft will no doubt go through several revisions before it is finalized. Keep in mind that a draft is a working document and changes are to be expected. This is all part of the normal Writing Process, so do not take initial rejection personally and, by all means, do not feel threatened.

The upshot is that writers should welcome a Ghostwriting Assignment as an opportunity to provide a framework for decision-making. That said, be confident and have faith in your own skills and talent to complete the task. After all, these qualities are what probably got you the assignment in the first place.

Jack

Business Writing: Grant Writing Basics

noreply@blogger.com (Jack) — Wed, 07 Dec 2011 05:03:00 +0000

In Grant Writing, the selling of ideas in order to secure funding for a proposed program or project is the basic difference between this type of Business Writing and the writing of general Business Proposals.

Of course, as with any type of proposal, the task of moving an idea from the conceptual stage to the implementation stage can be a protracted and frustrating process. Implicit in this is the fact that even the best and most noble ideas have to be fully developed and "sold" to decision-makers.

In the Private Sector, one usually initiates the approval process by submitting a formal proposal to Company Management. Conversely, in Non-Profit Organizations, proposals are generally submitted to a myriad of entities.

That said, the funding of Non-Profit projects is normally accomplished through the awarding of Grants. Simply stated, Grants are monies allocated to bankroll a program that is intended to assess a situation or affect some positive change for a particular group or community.

Grants can be obtained from many public and private entities. Federal, State and Local Governments are obvious sources of funding, but Grants can also be be secured from universities, foundations, small businesses and corporations.

With these various funding sources available, the first step in putting together a Grant Proposal is to determine which source is the most appropriate for your particular project or organization.

Research is critical in this initial step. Leaders and "prime movers" in the community or one's local network can be excellent resources, but the Internet has also become an important research tool in the area of securing Grants.

Concurrently, you will also need to formulate specific questions as to what you want to do. In other words, what is the Grant for?

Here are some typical questions to ask yourself at this stage of your Grant Writing Project:

* What problem or situation are you addressing?
* How are you proposing to address the above?
* What do you want to accomplish?
* What resources are needed to address the situation?
* What are the anticipated problems or pitfalls?
* What expertise or skills do you (and others) bring to bear on this situation?

Be sure to answer these questions in clear and precise terms as your responses will serve as the rationale and starting point for putting together your Grant Proposal.

From here, your next step is to outline you Grant Proposal. In most cases your proposal should include all or most of the following elements:

* Cover Letter
* Proposal Summary
* Introduction of you or your organization
* Purpose of the proposal
* Objectives of the proposal
* Time frames
* Measurements
* Budgeting

Once you have fleshed out the above details, you can begin the task of finalizing your Proposal. As with all Business Writing, write clearly, succinctly and persuasively. In this regard, keep in mind that funding organizations review Grant Requests all the time, so filling up a proposal with extraneous verbiage and boilerplate will not impress anyone.

It is important to note that most funding sources will publish guidelines for completing and submitting Grant Proposals. Be sure to review these and follow them to the letter.

As a final note, be aware that your initial proposal may very well be rejected for any number of reasons. Should this be case, revise and resubmit your proposal -- if not with the same funding source, then with another. If your honestly believe in the value of your idea, you will want to exhaust every effort to get your proposal approved and funded.

For more information on this subject, as well as a look at various examples of templates you can follow when organizing your Grant Proposal, check out the Business Section of your local library or the Internet.

Jack

Related Links:

http://www.seanet.com/~sylvie/grants.htm

http://www.managementhelp.org/fndrsng/np_raise/np_raise.htm

http://www.npguides.org/

Business Writing: Tips For Developing An Organizational Training & Development Plan

noreply@blogger.com (Jack) — Wed, 30 Nov 2011 05:02:00 +0000

Employee Training and Development can represent a substantial investment for any organization. However, it is an investment worth making provided it leads to measurable improvements in employee skills, knowledge and productivity. That said, it is not enough for organizations to focus only on the size of their financial investment for Employee Development.

A simple fact is that training is most effective, both in terms of cost and efficacy, when there is also an organizational commitment to ensuring that training is pertinent, supportive of organizational goals, and is reinforced on the job.

Unfortunately, when this commitment is not present, Employee Development becomes little more than an exercise in filling up a Training Calendar, often without rhyme or reason. And let's face it, this often amounts to the expending of resources on training programs with little or no organizational relevance.

To preclude this from happening, Employee Development must be viewed and treated as a critical Business and Organizational Strategy. In other words, it should be a formal plan for addressing those employee skills and competencies the organization has identified as important for meeting its short and long-range business objectives.

On the surface, this may sound like a vague and esoteric exercise, but in practical terms the task of reality-testing Employee Development Programs, and aligning them to organizational goals and objectives is a logical and straight-forward process.

The basic steps of this process are outlined as follows:

1. As any Training Professional will tell you, everything begins with a Needs Assessment. In this step, the aim is to identify developmental wants, needs, and priorities. As such, gathering data from some or all of the following sources will usually yield valid insights:

* Surveys
* Personal interviews
* Focus Groups
* Business and Strategic Plans
* Policies & Procedures
* Performance Appraisals

2. Draft an outline of the overall Employee Development Strategy based on the results of the Needs Assessment. In this step you will be organizing existing and needed programs as a proposed curriculum. Concurrently, consider eliminating any existing programs that are not relevant to the proposed Employee Development Strategy.

3. If necessary, revise existing programs or recommend new programs that will be needed to flesh out the Employee Development Curriculum. This task calls for expertise in evaluating and designing Training Programs. Ideally, in-house Training Specialists are available for this, but if this is not an option, then consider using outside consultants. At the very least, research the many desktop and on line resources available on these topics.

4. Consider how the training will be reinforced back on the job. Getting the managers and supervisors of program attendees involved in the training process is critical. Simple options for affecting this include formal managers’ briefings or the design and distribution of coaching tools.

5. Develop a proposed system for measuring training results. Measurement is often viewed as the “Holy Grail” of training, but it need not be so elusive. Pre and post training questionnaires as well as skills inventories usually work well for skills training, but with a little ingenuity, this method can also be adapted for other more subjective types of training.

6. Finalize and “sell” the proposed Employee Development Strategy to Senior Management. The importance of this step cannot be over-emphasized. As was stated earlier in this Posting, securing Senior Management’s commitment to Employee Development entails more than securing a cursory financial “sign-off”.

Top of the house decision-makers have a central role in the support and reinforcement of organizational training efforts. As such, Senior Managers will have to be convinced that the proposed Employee Development Strategy is in line with organizational priories, and is thus worth their active support and involvement.

7. Once the Employee Development Strategy is approved, spare no expense or effort in announcing, marketing and implementing this plan. Considering all the work invested, it hardly makes sense to use a low-key approach in getting this strategy up and running.

In the end, Employee Development is an important Management Initiative for sure, but it should be viewed by employees as a valuable Fringe Benefit. Of course, for this perception to ring true, an organization’s training efforts must be relevant and first-rate. Are yours?

For more information on this topic, check out the Business Section of your local library or the Internet where you will find many useful tips.

Jack

Related Links:

http://humanresources.about.com/od/trainingneedsassessment/ht/training_needs.htm e.htm
http://ezinearticles.com/?How-to-Develop-a-Training-Strategy&id=1608871

Business Writing: The A-B-Cs Of Strategic Planning

noreply@blogger.com (Jack) — Wed, 23 Nov 2011 05:05:00 +0000

As most Management Text Books point out, the basic objective of any organization is to perpetuate its existence. Implicit with this objective is that organizations must take proactive steps to make their continued existence a reality.

That said, case studies abound of once viable and profitable organizations that withered and died, seemingly overnight. Of course, many internal and external factors can contribute to an organization's demise, but with all due respect to hindsight, a lack of vision and long-range planning are often attributed as its root causes.

Obviously, all the planning in the world is no guarantee that any organization can survive in perpetuity, yet, Strategic Plans are written to detail an organization’s goals and strategies for their continued viability, usually over a five to ten year period.

Strategic Planning is practiced by all established organizations, regardless of their size or type. Larger profit and non-profit organizations will generally utilize formal planning functions or planning committees for this purpose. But even the smallest organizations will devote time and effort to facilitate some level of long-range planning.

The first step in putting together a comprehensive Strategic Plan is to ask pointed questions that focus on the present state of the organization with an eye towards the future. Be mindful that it is natural and desirable for a lot of "blue sky thinking" to be at play at this stage, but, in the end, the critical questions to be addressed can usually be boiled down to the following three:

1. As an organization, where are we?
2. Where do we want to go?
3. How do we plan on getting there?

Formulating clear and reasoned answers to each of these questions will normally involve the input and collaboration of key individuals or planners from across the organization. It will then fall upon a central planner or coordinator to edit and integrate this input into an organizational perspective and consensus.

It should be noted that the best Strategic Plans are those that strike a good balance between vision and practicality. In other words, it is vision tempered by anticipated internal and external influences. Likewise, the answers to the above questions need to address what is possible now versus what may be possible in the future.

That said, some of the factors to be considered in formulating answers to these questions should include the following:

* Financial resources of the organization
* Business Climate (geographic and regulatory issues)
* Customer demographics
* Product and Service lines (existing and planned)
* Competing organizations
* Marketing strategies
* Technology and Innovation
* Human Resources

The next step involves organizing, refining, and synthesizing the forecasts, opinions, and raw data from the above exercise, and then using this input as the basis for drafting the following elements:

* Mission Statement – Who are we?
* Objectives – What do we want to be?
* Goals - What are our benchmarks?
* Implementation Plan – How will we do this?

Once these elements are drafted and agreed upon, the task of formatting and finalizing the Strategic Plan can begin. The actual packaging of the plan will vary according to organizational style and preference; however, most plans will include the following:

* Executive Summary
* Organizational Description
* Mission and Values Statements
* Goals
* Strategies
* Action Plan
* Appendices

Obviously, this is only a bare bones outline of a typical Strategic Plan and the Strategic Planning Process. For more detailed information, check out the Business Section of your local library or Internet, where you will find many useful desktop and online resources. To help you get started, check out the links below.

Jack

Related Links:

http://managementhelp.org/plan_dec/str_plan/writing.htm

http://www.mystrategicplan.com/strategic-planning-tools/how-to-create-a-strategic-plan.shtml

http://allbusiness.com/business-planning-structure/business-plan/2976247-1.html

Business Writing: Marketing Plan Basics

noreply@blogger.com (Jack) — Wed, 16 Nov 2011 05:02:00 +0000

In its simplest form, a Marketing Plan defines a particular market, and details strategies and tactics for marketing specific products or services.

As common planning tools, Marketing Plans are used by entrepreneurs in “start up” situations, and by established companies embarking on new product lines. And while these plans may exist as stand alone documents, most are written as complementary components of an overall Business Plan.

Marketing Plans are generally written to cover a one year period; however, it is not unusual for companies to write three to five year plans. But regardless of whether a plan covers one year or multiple years, it should be adaptable to changes in business climate and market conditions.

As with any formal planning document, writing a Marketing Plan requires both writing and analytical skills. The ability to write clearly and succinctly is a given, but writers should also have some degree of expertise in Marketing Principles and Forecasting, as well as an ability to gather and interpret relevant market research data.

That said, compiling a Marketing Plan is a step-by-step process. And while methods and techniques may vary, writers should begin the process by asking themselves some very specific questions. Examples of the kinds of questions that need to be addressed include the following:

*What is my overall objective?

*What products and services do I wish to provide?

*What is my target market?

*Who is my competition?

*Does market research support my objective?

*What are my marketing and promotional strategies?

*Will promotional work be done in-house or contracted out?

*What is my anticipated budget?

*Have I established measurable marketing goals?

*How will these goals be monitored?

*Are these goals adaptable to changing conditions?

Be mindful that these types of questions provide the context and framework for the final plan. As such, it is crucial that your answers be detailed, specific, and based on verifiable data. This is especially important when obtaining input and answers from product specialists, industry experts, or Marketing Research Professionals.

Obviously, this step will require much fact-gathering, analysis, and collaboration. But it is only after this information is collected and organized can the task of formatting and writing the Marketing Plan begin.

By and large, how an individual writer will approach this task is generally a matter of personal and organizational preference. As such, Marketing Plans run the gamut from being very creative to being very pragmatic. However, the key is to choose a writing style that will be most receptive to those who will be evaluating the Plan.

The upshot is that you may format your Marketing Plan as you choose, but reviewers will expect the final plan to include most, if not all, of the following elements in one form or another:

* Objective
* Market Analysis
* Marketing Strategy
* Promotional Activities
* Budgetary Information
* Marketing Goals
* Monitoring of Goals

One other element that should be included is an Executive Summary. Busy reviewers and decision-makers often prefer to use summaries as screening devices, so take the time to include one. As a general rule, two or three pages covering the highlights of the Plan will usually suffice for this purpose.

For more information, check out the Business Section of your local library or the Internet where you will find many useful resources on this topic.

Jack

Related Links:

http://www.infotoday.com/mls/jun99/how-to.htm

http://knowthis.com/tutorials/principles-of-marketing/how-to-write-a-marketing-plan.htm

Business Writing: Business Plan Basics

noreply@blogger.com (Jack) — Wed, 09 Nov 2011 05:05:00 +0000

While it is true that business ideas are free flowing in a competitive market, it is equally true that many good and innovative ideas never get past the conceptual stage.

Along with this is a popular misconception that many successful entrepreneurs and executives can merely rely on their reputations or charisma to get their ideas approved. Suffice it to say that personal power, while certainly an asset, is rarely enough to influence most savvy decision-makers.

There is no getting around the fact that championing a business idea involves commitment, persistence, and a lot of back room fact-gathering. The result of which is the writing and submission of a well-thought out and defensible Business Plan.

Of course, putting together a formal Business Plan can be quite an intimidating task for anyone. But as is the case with most Professional Communications, writing an effective Business Plan is a process, and if you approach the task in this manner, it can be made less overwhelming and more manageable.

Granted, some entrepreneurs may resist using such a reasoned approach, but the upshot is when Business Planning is approached systematically, it is less likely the final plan will be dismissed as being long on vision, but short on details.

That said, the first step in the writing process is to translate your business idea into a clear vision of what is to be accomplished. This is usually done by articulating goals, strategies, and values vis-a-vis a Mission Statement.

When writing a Mission Statement, use superlatives in describing your vision. However, this should not be an exercise in writing fancy boilerplate. After all, these statements supposedly reflect the rationale for the enterprise. Thus, take the time to get a consensus on what the Mission Statement should say and mean in real terms. Make it tangible and attainable.

For additional insights about Mission Statements, look up examples of published statements on the Internet or in the opening pages of many Annual Reports.

The next task involves formulating answers to the following key questions in support of the Mission Statement:

* What type of Business is to be established? (Proprietorship, Partnership,etc.)
* What will be Management and Organization of the business entity?
* What are its products or services?
* What is the target market and who is the competition?
* What is the Marketing and Sales Strategy?
* What are the financial projections?
* How will the business be funded?

It is critical that each of these questions are answered in detail and with specificity. Also, remember that those who will be reviewing the plan will be doing so with critical eyes, as well as with a certain degree of skepticism. Thus, write clearly, expansively, and persuasively. If you need help in this regard, enlist the expertise of a good Wordsmith.

Once the above questions are answered, the actual formatting of the Business Plan can begin. While there is no hard and fast rule for organizing and packaging these documents, reviewers will have expectations as to what information should be included, and in what manner it should be presented.

This should not suggest that Business Plans should be devoid of creativity; however, the writer's focus and energy should be on content. Adding a few "bells and whistles" may be a nice touch, but only so long as they are not used to mask any questionable facts or assumptions in the Business Plan. Reviewers are not fooled by such tactics.

With the above in mind, the basic elements that are typically found in most Business Plans are as follows:

*Cover Page
*Table of Contents
*Executive Summary (see below)
*Business type and description
*Management and Organization
*Products and Services
*Marketing and Sales Strategy
*Financial projections and funding sources
*Appendix of relevant supporting documents

Arguably, the most important part of a Business Plan is the Executive Summary. A simple truth is that reviewers and decision makers, whether they are bankers, investors, or corporate CEOs, are busy people who will often judge the merits of a Business Plan based solely on the Executive Summary.

Accordingly, an effective Executive Summary will describe all the elements of a Business Plan, but in a shortened format. As a general rule, two or three pages are usually sufficient, but the writer must ensure the Executive Summary covers the highlights without glossing over essential details.

The final step in the writing process is review and revision. Editing and Proofing are a given, but before finalizing the Business Plan, have others critically review what has been laid out. After all, one's success and livelihood may be at stake, so relying on the input of trusted third parties is a common sense way to reality test the Business Plan.

If you need additional help, the Business Section of your local library and the Internet are good depositories of free information and advice on this topic. By all means, check out these resources. The more insights you can gain about writing your Business Plan, the better equipped you will be to write an effective and persuasive document.

To help you get started with your research, check out the Business Plan Links below.

Jack

Related Links:

http://www.planware.org/businessplan.htm

http://www.myownbusiness.org/s2/

http://www.sba.gov/smallbusinessplanner/plan/writeabusinessplan/index.html

Writing Manuals And Procedures: Quick Tips

noreply@blogger.com (Jack) — Tue, 25 Oct 2011 05:05:00 +0000

Admittedly, writing a manual will never be confused with creating great literature. After all, a manual is all about details and processes, not plots and characters. However, good writing is good writing no matter what the subject and it is up to writers to enhance the clarity and readability of even the most narrow technical topics.

In the previous postings on this topic, it was stressed that putting together an effective manual is a formidable job for any writer. But as with most Business Writing Projects, we are talking about "Process". And although a Business Communicator may not necessarily author an entire manual, he or she will often be responsible for managing the writing process.

In real terms, this means coordinating and monitoring the following steps of the manual writing project:

* Determining Style and Format
* Identifying Resources
* Developing an Outline
* Preparing A Working Draft
* Reviewing and Refining
* Getting Approvals
* Finalizing and Publishing

Granted, each step of the above process can be a minefield of organizational politics and frustration for the writer, but the intent is not to over-simplify things. Instead, the aim is to provide the writer with a straight-forward starting point for developing and writing most common office manuals.

With this in mind, here are ten tips for writers to consider as they advance through the manual writing process:

1. Do not assume or presume common knowledge.

2. Write for potential users, not content experts.

3. Edit for clarity by eliminating vague and imprecise language.

4. Define terms or include a glossary.

5. Include an index. Make subjects easy to find.

6. Use varying fonts, colors, and bullets to add visual interest to text.

7. If illustrations are to be included, have them done professionally.

8. Ensure selected users and content experts critique drafts.

9. Build in a review and update schedule for the manual.

10. If none exists, set up a system for disseminating manuals and updates.

Jack

Tips For Writing Manuals And Procedures

noreply@blogger.com (Jack) — Wed, 12 Oct 2011 05:10:00 +0000

It goes without saying that developing an effective manual takes many skills. Writing clearly and succinctly is obvious, but Organizational, Project, Analytical, and Interpersonal Skills are just as important.

The upshot is that developers need to tap into all of their skills and talents if they want to create references that are both definitive and useful.

As with most Business Writing, developing a manual is a process, and if you learn to view the task in this manner, it becomes much more manageable. Thus, start by reviewing the basic steps for drafting manuals and procedures.

THE PROCESS

(1) Determine Style and Format

Use existing manuals as your model. If none exist, then work to get a consensus on what format will work for your organization.

(2) Identify Resources

Start with a review of possible existing manuals or Standard Operating Procedures. If starting from scratch, research authoritative outside resources, such as government regulations, technical specifications, and professional associations for industry-specific standards.

Next, interview appropriate internal specialists who may have substantive and detailed knowledge of the particular subject.

(3) Develop an Outline

Organize each section of the manual by subject. In many cases, these subjects will serve as the chapters or sections of the manual. From here, take each chapter in turn and develop a preliminary outline.

Don't obsess with being too fine at this point, as refinements will be constant throughout the process.

(4) Prepare a Working Draft

Expand your outline into a rough draft. If you are describing a process or procedure, be as detailed as you can. Also be prepared to list terminology, equipment, and materials.

If illustrations are to be included, rough these out or reserve space for their later inclusion.

(5) Review and Refine

Once you review the draft for style and readability, you will need to have it reviewed for accuracy and completeness. In many cases, this will mean using content experts.

Of course, these experts should have already been identified in the "Identify Resources" step.

(6) Get Approvals

This step in the process can be the most lengthy and frustrating. Be prepared for disagreements and bottlenecks.

The writer can try to anticipate this by factoring in additional time, but in the end, it will still fall on the writer to manage the project by keeping things on track and on deadline.

(7) Finalize and Publish

After all the revisions and rewrites are completed, the manual needs to be thoroughly proofed, then assembled. This is also a good time to set up a review and update schedule for the manual.

Things change rapidly so, in order to keep the manual up-to-date, an annual review is recommended, as a minimum.

TYPES OF MANUALS

The next step is to determine what type of manual you are writing. There are many types for sure, and each type varies greatly with respect to organization, subject matter, and the intended users.

Some of the more common manuals an internal writer may be asked to develop include the following:

Written Instructions

For the most part, writing instructions is a fairly straightforward exercise, but it is not as simple a task as it would appear on the surface. As an example, consider the simple task of frying an egg. If asked, most people would describe this task in five or six steps. But if you were outlining this task for instructional purposes, you should come up with dozen or more specific steps.

This demonstrates a universal problem with writing instructions, i.e., a writer's familiarity with a particular process or procedure can lead to the omission of important details. As such, writers need to remember that the writing of effective instructions is all about the details, so "think small".

Policies & Procedures

Policies govern how the company is to be run, i.e., they outline "what to do" under normal operating conditions. On the other hand, Procedures document step-by step processes, or "how to do it", and can include everything from paying a bill to hiring a new employee.

An established business will usually organize their Policies and Procedures into a formal Policy and Procedures Manual, with each section of the manual detailing a specific function or operation.

Sometimes Policies and Procedures exist as separate manuals, but it is very common to combine the two. Regardless, policies are always the governing authority, and care must be taken to ensure that written procedures comply and reinforce this authority.

Standards & Guidelines

Most established companies, whether large and multi-national or small and local, attempt to set standards for their products, services, or personnel. And these can cover anything from production quotas, to quality control, to dress and conduct.

Standards are usually measurable and non-negotiable benchmarks. On the other hand, Guidelines, while not necessarily mandatory or as stringent as Standards, are designed to provide employees and managers with suggestions and rationales for dealing with certain situations or job processes.

In some organizations, Standards and Guidelines are included with policies and procedures, while in other companies, they are compiled as separate manuals and organized in a variety of ways, such as by department, process, or job. Either way is acceptable and generally depends on organizational custom and preference.

Operations & Service Manuals

Operations Manuals detail the resources and processes required for a function or department to complete its mission. And these types of manuals can cover every department within an organization, from Administration to Manufacturing

Another type of manual that is often combined with an Operations Manual is the Service Manual. As the name suggests, this type of manual is primarily associated with the maintenance and troubleshooting of systems and equipment.

It should be noted that Service Manuals are often written and updated by outside vendors and technical specialists. Even so, the internal writer should still ensure these manuals adhere to the same style and readability of internally-produced communications.

User & Reference Manuals

It's a given that learning to use all the features of software, hardware, or other business tools, invariably involves "looking things up". And this usually means diving into a User and Reference Manual.

User Manuals, as the name suggests, are written for primary users or operators. They usually describe the basic operations of a particular piece of software or hardware - from installing a program, to the minor care and servicing of equipment.

Reference Manuals are much more detailed than User Manuals. They are usually written for experts and technical specialists, so they will often contain such information as software codes, hardware specifications, detailed troubleshooting, and contact information.

Training Manuals

A formal Training Manual is an expansion and refinement of the "Written Instructions" presented earlier in this article. These types of manuals can be designed as self-paced learning tools, on-the-job training guides, or as companion texts for seminars.

By and large, Training Manuals are designed to present, detail, and reinforce new concepts or processes. Usually organized by "Units", the most effective Training Manuals are those that provide trainees with basic information, upon which more advanced skills and competencies are introduced through practice on real-life scenarios.

For the writer, designing and packaging an effective Training Manual is a two-step process.

In the design stage, it starts with coordinating and working with content experts. Simply put, these experts will provide the writer with the raw material for the manual. From here, it is a matter of "Instructional Design".

Ideally, this should be left up to a Training Professional or Instructional Designer. In larger organizations this expertise may be available in-house, but in many smaller companies, it is often left up to an internal writer to muddle through this task.

If this is your situation, then you should look into using an outside specialist. If this is not possible, you should, at the very least, research the many desktop and online resources available on this subject.

Packaging is the second step in putting together a Training Manual. Basically, this step addresses the format, style, clarity and readability from a creative or marketing perspective.

Simply stated, if you want employees to use a Training Manual, or any manual for that matter, it will have to be visually appealing and easy to use. In this regard, don't be afraid to exercise your creative talents. Be mindful that learning may not always be fun, but it shouldn't be completely dry and lifeless either.

On line Manuals

On line Manuals have several advantages over printed versions. The obvious pluses are they are easier to keep current, and are more readily accessible to remotely located users than traditional bound volumes.

Of course, an effective On line Manual requires additional features that are not part of a printed version. For example, a keyword search capability, and "links" to other manuals or sources are two features that have become pretty much standard and expected of digital documents.

For writers not adept at "Interactive Learning" or "Web Design", this means learning new skills or enlisting the help of others (from either inside or outside of the organization) who do possess these skills.

A Few Final Words

In the end, all manuals, regardless of type, need to be comprehensive, up-to-date, and "user-friendly". Anything less will be largely ignored. A writer tasked with developing a manual has an opportunity to create an enduring and valuable resource for their organization. That said, why not embrace the challenge and do the the job correctly?

Related Links:

http://writershelper.com/instruction-manuals.html

http://en.wikipedia.org/wiki/Instructional_design

http://www.webdevelopersjournal.com/articles/convert_documents.html/

http://www.useit.com/papers/webwriting/

Jack

Developing Manuals and Procedures: Getting Started

noreply@blogger.com (Jack) — Wed, 05 Oct 2011 05:16:00 +0000

Developing Manuals and Procedures is a very labor-intensive process, as well as a challenging and daunting project for anyone facing this task.

The ability to write clearly and succinctly is obvious, but Organizational, Project, and Analytical Skills are just as important. And let’s not overlook the interpersonal challenges, where everything from company politics to "luke-warm" cooperation can derail the development process at the onset.

The upshot is that writers need to tap into all of their skills and talents in order to do the job properly.

Manuals and Procedures are written to cover just about every facet of an organization, from rules and regulations to processes and procedures. That said, writers need to first decide what type of manual is to be written. Thus, begin by asking the following questions:

* What is the scope of the manual? (company-wide or departmental)
* Is the manual detailing rules or operating procedures?
* Will the manual be used for reference or training purposes?

How you answer these questions will help determine the type of manual you will be writing. There are many types, but most will generally fall under one or more of the following categories: Policy, Procedures, Standards, User, Reference, Training, Operator, and Service.

For the writer, it is important to remember that each of these types have different purposes and objectives, and each varies with respect to organization, content, and detail.

Another consideration at this early stage is to decide whether the manual will serve a single or multiple purpose. While each of these above types can exist as stand-alone manuals, in many organizations they are often combined. Some of the more common examples are:

* Policy and Procedures
* Standards and Guidelines
* Operations and Service
* User and Reference

In many cases it makes perfect sense to group two or more related types of manuals for efficiency, productivity, and easy reference. But how you do it will often be determined by organizational custom and the needs and wants of the intended users.

Once you have answered the above questions, you can begin the writing process in earnest. The basic steps are as follows:

* Determining Style and Format
* Identifying Resources
* Developing an Outline
* Preparing a Working Draft
* Editing and Proofing
* Getting Approvals
* Finalizing and Publishing

The next Posting will expand on these steps as well as outline the function and format of the more common types of Manuals and Procedures used in Business Organizations.

Jack

Business Writing Tip: Watch The "Spin"

noreply@blogger.com (Jack) — Mon, 19 Sep 2011 05:05:00 +0000

It may be an unfortunate sign of the times, but one wouldn't be too far off the mark to opine that a majority of rank and file employees today would characterize their company's communications as little more than "Management Propaganda".

Obviously, this perception should be a major concern for any organization, but, in truth, many times a Company Management will exacerbate this perception by being habitually circumspect in the way they communicate. And this is further compounded when a Management is seemingly indifferent to the ramifications of communicating in this manner.

Granted, companies often have legitimate reasons for "couching" their communications, but there's a fine line between being circumspect and engaging in "spin". And once this line is crossed, it is very difficult for any Management to reestablish its credibility.

In its most benign form, "spin" is merely disingenuous, but at it's worst, it is a deliberate attempt to distort the truth. That said, many companies still persist in using "spin" as a way to mask or delay unpopular decisions.

For their part, Business Communicators are paid to deal with "spin", and most do it with little resistance. But what about a situation when a communicator knows that he or she is drafting a communication that is deceitful at best, or is an outright lie?

Perhaps the communicator has inside knowledge that the company will be dropping a product line, or is planning to reduce staff. Spinning upbeat communications and denials in the face of such "hush-hush" plans is an unenviable task for any communicator. And one that presents limited options for drafters and writers of these communications.

Obviously, the above scenarios go beyond the mere "couching" of communications. In such cases, Business Communicators can react in two ways.

Some communicators will "salute" and complete the assignment, rationalizing that they ply their craft at Management's prerogative. Conversely, others may feel their talents are being exploited for unethical reasons, and they will anguish and stall over completing the assignment.

Regardless, there's no denying these kinds of situations can cause serious moral and ethical dilemmas for Business Communicators. As such, here are a few strategies writers may have to consider when dealing with controversial assignments:

* Share your concerns about the assignment with your boss.
* Make it clear that you will not knowingly lie or compromise your values.
* Suggest a compromise communication that both you and the company can live with.
* Draft the communication as directed, but under protest.
* If all else fails, refuse the assignment.

It's true that any one of these strategies can pose a career risk for a Business Communicator. But if one's professional credibility and personal integrity are at stake, then refusing the assignment may be the only viable way to ameliorate the situation. It's a risky career decision for sure; however, it could also be the best personal decision in the long run.

Jack

Business Writing Tip: Dealing With Company Politics

noreply@blogger.com (Jack) — Mon, 12 Sep 2011 05:10:00 +0000

By and large, the most successful employees are those who learn how to operate effectively within the political climates of their organizations. And while this is true for all job specialties, it is especially so for Business Communicators who must be alert to any political fallout of how and what they communicate.

Ask any Business Communicator about his or her job and it's a good bet most will mention how the influences of personalities, hidden agendas, and turf wars often forces them to walk through a mine field of political intrigue.

Granted, political influences can be very stressful and demoralizing. And for writers in Business and Industry, learning to deal with these influences is just as critical as refining one's writing skills.

Unfortunately, many communicators deal with company politics by adopting a writing style that is ambiguous and cliche-intensive. But writing in this manner in hopes of anticipating and appeasing objections often leads to communications that lack focus and purpose.

The upshot is that Business Communicators are rarely in a position to control the politics in their organizations; however, they can control how they approach their jobs. Simply put, this means writers should work to exert their influence by functioning as good wordsmiths as opposed to engaging in political gamesmanship.

But what does this mean in practical terms?

First of all, be task-oriented. Identify your writing objective, and write accordingly. Let others argue and debate the "between the lines" issues.

Second, don't willingly allow yourself to be drawn into political games. You probably are not privy to all the inside information, so you will be at a disadvantage.

Third, re-evaluate your writing approach. Over time, company politics may have adversely and unwittingly influenced your writing style. Look over a sample of your past communications. If they seem unclear and esoteric, then changes are in order.

Fourth, rely on your own chain-of-command. Be mindful that submitting politically sensitive communications without prior approvals and sign-offs, will likely put you at odds with the people who can support and protect you the most.

Finally, be careful with whom you choose to align yourself with. Hitching yourself to a "rising star" may seem politically expedient, but should that star lose favor, where does this leave you?

In the end, the best advice is to tread carefully through political mine fields. Company Politics may be an intriguing game to you, but it can also be professionally hazardous for the ill-prepared.

Jack

Business Writing Tip: Make Words Flow

noreply@blogger.com (Jack) — Wed, 10 Aug 2011 05:05:00 +0000

Outside of formatting and language choice, another aspect of effective Business Writing is how well the writer makes words and ideas flow from one sentence or paragraph to the next.

A good way to achieve word flow is for writers to affect a writing style that is conversational in tone. However, conversational doesn't mean writing a speech or using inappropriate terms and references.

That said, writing in a manner that engages reader interest with words and sentence structures that neither bores nor alienates readers is the best writing strategy. Granted, not every Business Communication will have broad appeal, but a poorly constructed communication will have no appeal and, worse yet, no impact at all.

Run on sentences are arguably the biggest problem in this regard. Too many times writers will turn a simple thought or sentence into a paragraph that loses its meaning half-way through the text. Conversely, short and choppy sentences tend to be too monotonous and mechanical to maintain reader interest.

The best advice is to strike a balance between these two extremes. Experienced Business Communicators rely on their writing skills to accomplish this. For less experienced writers, reliance on the editing features of Word Processing is an option until the writer develops the skills and confidence to write in a professional manner.

As you draft your communications, consider the following tips:

* Express your main point as a simple declarative sentence.

Be careful not to digress from your main point and try limiting sentence length to twenty-five words or less. Anything more reads better as a separate paragraph.

* If necessary, write your subsequent points as separate sentences using transitions that mimic speaking such as "Moreover", "Conversely" "Similarly", etc.

* When lengthy sentences are called for, break up clauses by commas, semi-colons, and dashes.

Refer to a good Grammar Text if the use of these punctuation devices is confusing to you. Of course, as previously stated, Word Processing can help.

* Break up text blocks with bullet points to emphasize or list items related to your main points.

Be mindful that when important points are written in paragraph form, they tend to lose impact and thus stand a good chance of being overlooked by readers.

* Resist cluttering your text with boilerplate.

Consider including relevant background and analyses as attachments to your main document. By the same token, information that is not relevant should be eliminated.

In the end, Business Communicators need to convey information in a manner that is clear and focused. The simple fact is that communications that are difficult to read and follow will be largely ignored or only half-read at best.

Jack

Business Writing Tip: Watch The Slang

noreply@blogger.com (Jack) — Wed, 27 Jul 2011 05:10:00 +0000

One writing faux pas that is often the hallmark of inexperienced writers in Business and Industry is the tendency to rely on slang and colloquialisms to get points across to readers.

While this practice may be rationalized as an attempt to "connect" with readers, writers need to be aware that most members of management will not be so open-minded. In fact, it will probably be interpreted as the writing of someone who lacks professionalism and business acumen.

This may seem like a harsh characterization, but the simple fact is that image counts in the Business World. That said, communications that come across as too informal or too "slangy" may very run counter to a particular image Management wants to project.

Of course, writers who persist in "going against the grain" will, no doubt, find themselves the subject of criticism and increased scrutiny. In real terms this means a loss of autonomy and more "sign-offs".

In other words, if a writer cannot be trusted to write in a manner that is consistent with the style and culture of their company, others will assume editorial control for even the most mundane communications. Not an ideal working situation for any Business Communicator, and one that can have serious career repercussions!

Let it be said that Professional Communications, even informal ones such as memos and email, should be written in a conversational but business-like manner. In practice, this means writers should always aim to choose words that are appropriate for all readers at all levels.

Likewise, writers need to be mindful that some words and terms, seemingly "common", are not always universally understood. In reality, some may even have unintentional "double meanings" that may alienate some readers and reflect badly on the writer.

The upshot is Business Communicators must write for a broad readership. Anything less is unprofessional and deserving of criticism.

Jack

Business Writing: Five Simple Tips For Developing Your Writing Skills

noreply@blogger.com (Jack) — Wed, 20 Jul 2011 05:02:00 +0000

A common scenario in the Business World is one in which an employee has been promoted or assigned to a position that requires the writing of letters, memos, and reports without having any previous writing experience.

In such cases, the employee's first reaction may be to look for a course or seminar. While education is never a bad idea, an outside writing course will not address the particulars of writing for a particular organization.

Granted, writing courses or programs will cover the basics, and the good ones will provide attendees with practical writing exercises on business-oriented topics. But for specific and relevant help one has to become familiar with how communications are normally written within their own company.

That said, consider the following tips as a common-sense strategy for developing your Business Writing Skills:

1. New writers need to first audit samples of their company's communications in order to get a feel for the style, tone, and language that is customary and expected. After all, the last thing a new writer wants to do is write in such a way that leaves readers and Management scratching their heads.

2. Beyond just mimicking others, new writers should view samples of company communications with a critical eye. Imitation may be the sincerest form of flattery, but it makes little sense to imitate and perpetuate poor writing.

Critical review in this sense means looking at sample communications from the vantage point of readers. Since you too are a reader of these communications, consider the overall writing quality. Is it clear and focused, or is it so filled with vague terms, jargon and buzzwords that only a select few readers can comprehend it?

3. If you answered yes to these questions, then your next developmental lesson is to learn to write in a manner that appeals to a broad readership.

Obviously, including some jargon and inside language will be unavoidable, but too many in one communication has an adverse effect on readability. The point is to resist indiscriminately filling communications with these writing shortcuts. It's indicative of poor writing, and paints the writer as someone who's trying to impress rather than communicate.

4. Another developmental tip is to openly seek the advice and input of trusted colleagues or your immediate supervisor. There's nothing wrong with having others proof and reality-test your writing. Sure, you can use the features of Word Processing for proofing and editing, but you need a flesh and blood reader to evaluate the sense and readability of a communication.

5. Be mindful that experience is a great teacher, so the more you write and work on developing your writing skills, the more comfortable and confident you will become with your writing abilities. In like manner, the acumen needed to write in a business-like manner will follow suit.

In the end, always aim to satisfy the wants and needs of readers first. You may not fancy yourself as an accomplished wordsmith, but you should not use this as an excuse to put out poorly written and unprofessional communications. Thus, take the time to develop your writing skills. Your continued career progression may very well be at stake.

Jack

Business Writing Tip: Be Aware of Reading Levels

noreply@blogger.com (Jack) — Tue, 12 Jul 2011 05:01:00 +0000

By and large, "reading level" is an issue that is largely ignored by many Business Communicators. While generally not a problem when communications are directed at specific readers, it nonetheless can be a big problem when communicating information to a mass audience.

Obviously, reading comprehension varies greatly among employees, and writers need to be aware of this, especially in today's diverse workplace. More a cultural issue than a question of formal education, many employees, both native and foreign-born, often find themselves at a disadvantage due to a basic unfamiliarity with business-oriented language.

That said, the burden falls on writers to craft communications that will be readable and understandable to a broad audience.

The best advice is to write at the level of a typical newspaper article. For the most part, this level of writing, by design and necessity, is meant for a broad readership. It is generally professional and informative in tone without being showy or condescending -- qualities that are also indicative of the most effective Business Writing.

It goes without saying that Organizational Style often influences the tone and language of Business Communications. But writers who use this an excuse to treat all their communications the same should not be too surprised when their letters, memos and reports are ignored or misinterpreted by the rank and file.

This is not to suggest that communicators need to unnecessarily "dumb down" their writing, but what it does suggest is that communications should be written clearly and with a minimum of slang, colloquialisms, and non-standard abbreviations.

Vocabularly is also a critical choice for writers. Unless you are drafting a highly technical communication for a select audience, it is best to refrain from using words and terms that are more appropriate for the Board Room or Annual Report.

In the end, be mindful that not everyone who reads your communications may be as proficient as you with the subtleties of written language. Effective Business Communicators understand this implicitly and adjust their writing accordingly. Do you?

Jack

Business Writing: Tips For Writing Complaint Letters

noreply@blogger.com (Jack) — Wed, 06 Jul 2011 05:04:00 +0000

Sooner or later just about every consumer will have occasion to send a complaint letter to a company or vendor, thus making this kind of letter is one of the most common forms of Business Communication.

That said, companies are inundated by formal complaints, so unless your letter is focused, firm, and logically constructed, the chances of it being read and quickly acted upon will be greatly diminished.

It goes to reason that when someone feels compelled to formally complain via letter, strong emotions are at play, and these can easily make any legitimate complaint seem like a rambling rant. This will likely relegate the letter to a "slush pile" of crank mail.

In order to maximize the effectiveness of your complaint letter, keep the following tips in mind:

*Be professional and unemotional.

The first order of business in constructing a complaint letter is for the writer to get his or her emotions in check. Coarse language, sarcasm and idle threats will get you nowhere.

Be mindful that Human Nature being what it is, someone reading your letter will not be inclined to affect a helpful attitude if the tone of the letter is construed as being personal and insulting.

*Carefully state your argument or issue.

By the time you feel a letter is your only option, you undoubtedly have tried to rectify your complaint either by telephone, email, or perhaps in person. This being the case, include references to all of your previous efforts to resolve your issue.

An effective approach is to include a time-line which outlines all the actions you've taken to-date as well as any conversations or communications, positive or negative, you may have received from the company regarding the complaint.

*Address the letter to the appropriate person or authority.

It is usually best to exhaust all complaint avenues at the lowest level. However, should you feel your issue is being ignored, not taken seriously, or has been relegated to a low priority, then it's time to move up the chain-of-command.

You may decide to bring the matter to the attention of a higher authority either directly or by copying someone. This could be a Customer Service Manager, Department Head, or the Company President. Research this information and get the proper name(s), title(s), and mailing addresses.

*Spell out precisely what you want.

Are you expecting a return, exchange, cancellation of the order, or something else? Be specific and reasonable even if your perception of the company's reaction to your initial complaint has been anything but reasonable in your mind.

*Be specific about follow-up.

Indicate when you expect a response. Is it within a few days, a week, or some other time frame? Do you want a phone call, letter, or both?

It is also important to articulate possible actions on your part in the event your letter goes unanswered. Will it mean the cancellation of subsequent orders, a complaint filed with the Better Business Bureau, or in extreme cases, legal action?

Let it be said that most legitimate businesses take Customer Service seriously, and legitimate complaints will be dealt with in a timely manner. On the other hand, there are occasions when mistakes, misunderstandings, and ineptness can turn Customer Service into a nightmare.

In such instances, customers need to control the situation by being honest, assertive, and dogged in resolving their complaints. A well-crafted complaint letter and subsequent follow up is usually the most effective way to get satisfaction.

Jack

*Be specific about follow-up.

Business Writing: Memos vs Email and Faxes

noreply@blogger.com (Jack) — Wed, 29 Jun 2011 05:02:00 +0000

The Inter Office Memo continues to fill a valuable communications niche within organizations. While faxes and email are now often used in lieu of memos, there are instances when a typed memo is more effective and appropriate.

Generally speaking, memos are a mainstay of internal Business Communications. Less formal than traditional letters, memos have served as the principle means of communicating "for the record" within organizations. That said, the emergence of Electronic Communications has been a game-changer in this regard.

Of course, this change has had a profound positive effect on personal productivity, but this should not suggest that faxes and email should replace all forms of Internal Communications.

For the most part, any topic that is general or global in nature such as announcements, and informational or policy issues are tailored-made for Electronic Communications. However, problems can arise when these devices are used to communicate sensitive information.

When communicating this kind of information, be mindful of the following:

*Privacy

The simple fact is that email and faxes are stored and can be retrieved. As such, be aware that communications dealing with confidential matters are not as secure as you would like to believe.

Areas of concern would be Human Resource matters, legalities or controversial operational issues. Simply put, the possibility of having these kinds of communications scrutinized by anyone but the writer and the addressee should be reason enough to be cautious.

*Information Overload

Let's face it, employees are inundated by all manner of electronic communications, both important and mundane.

Because of this, many faxes and email messages go unopened or are viewed only sporadically. As such, communications that are time-sensitive or require a quick response may not be read at all. A typed memo can circumvent this deluge.

*Reader Reaction

Faxes and email are generally viewed as impersonal. While not necessarily intentional, this is often the effect when communications are written for the convenience of the writer as opposed to the reader.

It goes to reason that receiving a personalized hard-copy communication on company letterhead will have far more impact on the recipient than a fax or email. That said, when writing an important and sensitive communication to an individual, take the extra time to make the communication something out of the ordinary as well as something worth reading.

In the end, a writer needs to carefully consider the subject of the communication. Though the immediacy and convenience of Electronic Communications is unquestioned, the same cannot be said about the judgment of a writer who treats all communications the same.

Jack

Business Writing: Thoughts and Tips On Using Form Letters

noreply@blogger.com (Jack) — Wed, 22 Jun 2011 05:01:00 +0000

Granted, there's nothing more impersonal than receiving a Form Letter. But for all the negatives associated with these types of letters, they persist as common communications for companies both large and small.

Negatives aside, not all Form Letters are necessarily are bad. For routine announcements, transmittals, and sign-up activities, a standardized communication ensures consistency in language, style and tone. The caveat being the subject and content of the communication should be unquestionably routine or general in nature.

It should be noted, that Form Letters, regardless of the subject, should still be individualized, thus giving recipients some semblance of an original communication. Fortunately, with Word Processing, form letter blanks can be saved as templates. These , in turn, can be called up and addressed and mailed as needs arise.

By and large, these kinds of Form Letters can be effective; however, problems arise when they are used inappropriately. These would include subjects where a non-standard letter is called for, such as Human Resource Actions, Sales Letters, and Customer Service Issues, to name a few obvious misuses.

In these instances, an original letter will be better-received in that it will be customized to address a specific circumstance or individual. That said, it may still be useful and productive to use an existing template as a draft and edit accordingly.

Whether you or your company uses Form Letters is usually a matter of personal preference or philosophy. Surely most individuals will react more positively to original communications, but if staffing or operational issues make this impractical, then Form Letters can be viable communication devices.

As a final word, it is good practice to view all written communications as original and as unique as the addressess themselves. And while Form Letters can serve a useful purpose, be mindful that overusing or misusing such devices can lead to reader apathy as well as credibility problems for the writer.

Jack

Business Writing Tip: Maintaining Professionalism

noreply@blogger.com (Jack) — Wed, 15 Jun 2011 05:02:00 +0000

Clearly, the standards of everyday language are quite different than what they had been in the not so distant past. The fact that spoken language today is so openly colored with profanity and expletives is testament to this. And this trend seems to have little to do with age or gender.

That said, Business Writers who aim to better-connect with readers by mimicking spoken language are, in all likelihood, alienating a good chunk of their readership. The upshot is that communicators should never sacrifice their professionalism at the expense of hopefully capturing the interest of a few more readers.

Of course, not every Business Person habitually uses profanity. Just the same, many individuals who occasionally pepper their conversations with strong language will often have a different sensibility when such language appears in written form. This may seem paradoxical, but it probably points to the fact that what we say is fleeting, while what we write is permanent.

Thus, Business Communicators need to be careful of not only what they write, but also how they express it. Written English can be incredibly rich, and a good Wordsmith should be able to tap into this richness without resorting to words and terms that, in reality, only serves to marginalize this quality.

It should be noted that language choice also pertains to the use of seemingly inoffensive slang and colloquialisms. Many times these devices have unintentional double meanings that are anything but inoffensive to some readers. The safest bet is to stick with Standard Business Language.

Like it or not, image counts for almost everything in the Business World, and this most assuredly extends to the area of Communications. And even though the use of profanity and expletives may be common in many working environments, this should not be interpreted by communicators as tacit approval to "write in the vernacular".

Simply put, writers need to consciously maintain the integrity and professionalism of their writing. When drafting communications, keep the following tips in mind:

* Write plainly and with measured emotion.
* Use Standard Business Language.
* Refrain from including even mild profanity and expletives.
* Minimize the use of slang and colloquialisms.
* Edit out editorial comments and inside jokes.
* Reality test to ensure your writing appeals to a broad readership.

As a final note, be mindful that the most effective Business Communications are those that get their message across clearly and succinctly. Professional Communicators can do this without being profane or alienating. Can you?

Jack

Business Writing Tip: Making Communications Standout

noreply@blogger.com (Jack) — Wed, 08 Jun 2011 05:05:00 +0000

Business Communicators freely admit that their biggest challenge is writing communications that are actually read and acted upon. Reader apathy is a universal problem for sure, and one that haunts even the most accomplished writers.

Obviously, content plays a part in this, but the bigger reason lies in the fact that readers in the Business World are constantly inundated by print and electronic messages from all corners of their organizations. That said, it should not be surprising that many important communications are routinely ignored or lost in this deluge.

The problem with Information Overload in business offices has become so pervasive that many writers find themselves resorting to gimmicks in order to make their communications stand out. (The increasing use of non-standard fonts and quirky formatting is testament to this).

Granted, this kind of gimmickry may be eye-catching, but whether it actually enhances readability is debatable at best. In light of this, the best strategy is to stick with the basics and compose letters, memos, and reports that are written clearly, succinctly, and with a single purpose.

These basic elements of effective writing may seem quaint and irrelevant in our modern "multi-tasking" world, but nothing can be further from the truth. Simply put, the sharper the focus of your writing, the better are its chances of being read and understood.

Conversely, when readers are forced to "mine" through lines of copy just to extract information that is germane to them, most individuals will quit reading the communication long before they get to the relevant "stuff".

With this in mind, here are ten tips to consider when drafting any Business Communication:

1. "Market" Your Subject

Capitalize the Subject Line and use enticing language, e.g., "NEW VACATION POLICY" will grab more attention than "Benefits Update".

2. Economize Your Language

Jargon and boilerplate may make the communication "sound" official,but these also tend to unnecessarily lengthen and obscure the message.

3. Stay On Message

Resist mixing topics unless there is a reason to do so. While it may be useful at times to link related topics in one communication, e.g., Sales & Marketing, mixing unrelated topics will more than likely leave readers confused over the true purpose of the communication.

4. Be Specific

Clearly state the purpose of the communication. If dates and deadlines are part of the communication, highlight and announce these in the first paragraph.

5. Use A Conversational Tone

Keep in mind that overly formal language is a turnoff. Conversely, communications filled with slang and colloquialisms will not be taken seriously.

6. Keep It Simple

General communications should be written for a broad readership. Technical Communications should be reserved for a specific audience.

7. Keep It Short

Limit most letters, memos, and general announcements to a page or two. For more substantive communications, such as reports, include a summary page.

8. Make It Easy On The Eyes

Break up text blocks with paragraphs and bullet points. Few readers will tolerate "slogging" through unbroken text.

9. Be Logical

Organize information or points in descending order of importance. Don't leave it up to readers to prioritize things.

10. Reality Test

Have others critique the communication before publishing. Your writing may seem clear and understandable to you, but it's usually a good idea to have others verify this for you.

In the end, be mindful that even the best-crafted communications can get lost in the Sea of Information Overload. However, writers who compose communications that are brief, focused and easy to read will stand out as something worth reading and, more importantly, acted upon.

Jack

Business Writing Tip: Making Your Words Count

noreply@blogger.com (Jack) — Wed, 01 Jun 2011 05:02:00 +0000

It's a simple fact that many Business and Office Communications are ineffective because their main messages are obscured or lost in excess verbiage and boilerplate.

Unfortunately, many communicators habitually write this way because they believe it gives their documents a more official-sounding slant. By the same token, some writers feel compelled to use extraneous information as filler. Perhaps this indicates a misguided concern that brevity may be judged as inconsequential.

But is there an optimal length for Business Communications?

A "one size fits all" rule isn't practical. In reality, document length is situational and subject-related. Most letters, memos, and announcements can be written in one or two pages; however, reports, technical descriptions, manuals, and other substantive documents obviously require a more thorough treatment.

That said, be mindful that regardless of the type of communication you are writing, the comfort level of the reader is paramount. As such, your documents should be long enough to get your message across, but not one page longer.

Of course, reader apathy and boredom can be an issue even with the shortest communications. But all things being equal, individuals are more apt read and comprehend shorter documents than longer ones.

Sometimes it is appropriate to include background information for historical or analytical purposes, just be judicious in your treatment of this material. It all boils down to the Business Writer's ability to format and package communications that are focused, germane, and relevant.

As you draft your communications, here are several key writing tips to remember:

* Put the most important information first.
* Consider including relevant background material in an attachment.
* Ensure charts and tables are germane and easy to read.
* Break up text blocks with paragraphs and bullet points.
* Edit for clarity and brevity.
* Compose a one page summary to highlight important points.
* Have others "reality test" your communication before it is finalized.

In the end, it is how carefully the communication is worded and organized that affects its readability and effectiveness more than anything else. Word and page counts may look impressive, but if readers have to wade through several hundred unimportant words just to pick out a few dozen important ones, then what's the point of all that extra writing?

Jack

Preparing Presentations: Quick Tips

noreply@blogger.com (Jack) — Wed, 25 May 2011 05:03:00 +0000

For most people, public speaking is one of their most fearful tasks. Granted, it seems unfair that individuals with a natural talent for speaking can make this task seem so easy and effortless. But regardless of whether you are a"natural" or an inexperienced speaker, preparation is key for a successful presentation.

That said, preparation for less experienced presenters may focus more on overcoming "stage fright" and less with developing the content of their presentations. And while this is understandable, speakers must remember to give equal weight towards organizing and structuring what they have to say.

Let's face it, most of us have attended training sessions and presentations where we questioned why we wasted the time attending in the first place. Of course, not every presenter will dazzle an audience with his or her "platform skills", but this is not necessary if the presentation is focused and well-organized.

Here are ten tips to remember when preparing your next presentation:

1. Clearly identify and list the objectives of the presentation.

2. Draft an outline based on these objectives.

3. Refine and expand the outline into a "script".

4. If used, ensure visuals and printed materials reinforce the main points of the presentation.

5. Likewise, refrain from using hand-drawn charts, diagrams, and hand-outs.

6. During the presentation, resist reading visuals word-by-word.

7. Allow time for questions and some discussion. Most adults are quickly bored with lectures.

8. Above all, keep things moving and be sure to start and end as scheduled.

9. Solicit feedback and make revisions for subsequent presentations.

10. Practice makes perfect. Rehearse!

For more details, refer to the previous Postings on this topic as well as the many desk top and web-based references available on this topic.

Jack

Preparing Presentations: Tips For Using Visual Aids and Handouts

noreply@blogger.com (Jack) — Wed, 18 May 2011 05:02:00 +0000

While it is true that Visual Aids can enhance a public speaking topic, it is equally true these devices alone will not compensate for a poorly prepared presentation or presenter.

Of course, there’s nothing wrong with adding a few "bells and whistles" to a presentation. After all, most people react positively to visual cues. But when visuals are either misused or overused, they can easily obscure a speaker's message, thus leaving attendees wondering what they just sat through.

That said, in designing a presentation, the first order of business is to identify the topics to be covered and the objectives for each topic. It is only after these are established, that it makes sense to determine the best way to present and reinforce these objectives.

Next, if it is determined that Visual Aids will enhance the presentation, then the presenter will need to determine which type of visual will best do the job.

Obviously, there are many types of Visual Aids, running the gamut from commercially produced Videos and DVDs to in-house produced Slides, Overheads and Power Point Presentations. And let's not forget flip charts, and black or white boards.

It should be noted these latter three visual devices are ideal for recording discussion points and summaries in real-time. And while these can add an element of spontaneity to a presentation, their use requires an active presentation style -- a "platform skill" less-experienced presenters may not have developed.

Overheads and Slides provide for a more polished (and formal) presentation, and since these visuals are done beforehand, the presenter can ensure coverage of all the important objectives of the presentation. The downside is the potential boredom of the attendees, especially if the presenter resorts to reading these visuals aloud and for verbatim.

The best strategy is to use a combination of Visual Aids. Of course, this depends on the skill and comfort level of the presenter. And these will only come with practice and experience.

Here are a few tips to remember when designing and using Visual Aids:

* Only include visuals that add interest and impact to the presentation.

* Likewise, make sure all visuals are germane and relevant to the topic.

* If visuals are summarizing key points, keep wording to a minimum.

* Resist reading the visuals word-by-word. Attendees can do this themselves.

* Aim for a degree of spontaneity and "give and take". Canned presentations excite no one.

* Be careful of visual overload. There's a fine line between interest and distraction.

* In the event of equipment problems, have a backup plan.

While Visual Aids can dress up any presentation, items such as handouts and other assorted "takeaways" are tangible enhancements that can serve as reference and reinforcement tools that attendees can use back on the job.

Handouts can be reproductions of the visuals used in the presentation or supplemental information not covered in the presentation. For Training Seminars, these items may include workbooks, manuals, and charts, to name a few common examples.

The best supplemental materials, are clearly written and self-evidently useful. Conversely, poorly designed handouts will, in all likelihood, be discarded or largely ignored. And if this is the case, what’s the point of distributing them in the first place?

In order to maximize the most benefit from distributing handouts, consider the following tips when designing these aids:

* Like visual enhancements, only use these materials to reinforce and supplement the main points of the presentation.

* Strive for brevity and clarity. Handouts that are wordy or visually confusing will be ignored.

* Have charts and diagrams prepared professionally. In this day and age, there’s no legitimate reason for any presenter to distribute copies of hand-written notes and charts.

* During the presentation, refer to these materials but resist reading them verbatim.

* If the printed materials are designed to be used as desktop references, emphasize this point to the attendees.

In the end, design and distribute handouts as part of the overall design of a presentation, and not as afterthoughts or fillers. This will make for a tighter and more focused presentation that, and one that will be more meaningful and informative for the attendees.

Jack

Preparing Presentations: Scripting Your Message

noreply@blogger.com (Jack) — Wed, 11 May 2011 05:06:00 +0000

In the business world, making presentations is as common as writing memos. That said, public speaking remains a most uncomfortable task for many business people. Granted, those with a flair for public speaking can make this task look easy, but even accomplished speakers have learned that the key to performing this task well is preparation.

In this regard, speaker preparation should focus on "Content" first, and "Delivery" second. Unfortunately, many inexperienced speakers become so obsessed with "putting on a good show" that content becomes the secondary focus. And if the content of the presentation is lackluster, all the Public Speaking Skills in the world will do little to improve this.

Simply put, presenters must develop their content through careful scripting of their message. And this holds true whether one is delivering an address at an Annual Sales Conference, or summarizing departmental activities at a weekly staff meeting.

Scripting a presentation is Business Writing, and as with most Business Writing this task begins with a plan. First off, the presenter needs to identify the purpose of the presentation. Next, it’s a matter of putting together an outline of what is to be covered in support of this stated purpose.

But these two steps will only provide the bare bones of a presentation. For a complete script, the presenter needs to “flesh” things out with a few adornments. In this context, we mean the handouts, visuals, or other resources a speaker may use to enhance and refine the presentation.

Of course, a presenter has to be careful about misusing these devices. Too many can overwhelm the message, and “wordy” ones will often bore an audience. In a word, be judicious in the use of visuals and the like. Your aim should be to add interest and emphasis, so only include visuals that will highlight and reinforce the main points of the presentation.

As you put together your presentation, here are seven tips to consider:

1. Identify the objectives of the presentation in clear and precise terms.

2. Formulate an outline of the presentation based on these objectives.

3. Design handouts and visuals with purpose and not as "filler".

4. Expand the outline into a formal script.

5. Time Block your script, making sure you allow for questions, discussion, etc.

6. Rehearse the presentation. Practice makes perfect!

7. Make revisions.

It should be noted that it is natural for most speakers to experience some anxiety or "stage fright". But again, preparation is the key to overcoming this. If you take the time to know your material "cold" and speak with an air of confidence, you may be surprised by just how well you’ll do.

Finally, it is important for speakers to "stay within themselves" when delivering their presentations.

While it may be useful to observe other speakers' styles, mimicking others is not always prudent. Jokes and amusing anecdotes may work for some speakers, but if you are not at ease with using these devices, then don't use them. In the end, it's the content that should be remembered, more so than the cleverness of the speaker.

Jack