Write for Business - Blog

Take a look at the Beatles in 1964, arriving in New York for their first U.S. television appearance (on the Ed Sullivan Show). Note those skinny ties and narrow jacket lapels. Now skip over the broad sweep of the 70s, 80s, 90s, and 00s to today: Thin is back in style.

That's as true of business writing as of haberdashery. Text messaging, Twitter, and Facebook have driven us to write leaner copy. People just don't have time for lengthy messages. With its PLAIN Writing Act, even the U.S. government is driving this push for succinctness.

Happily, the shift to leanness is also making information presentation increasingly visual. Graphic elements like headings and bullet lists have become commonly accepted for highlighting key points, of course. But well-designed infographics are used more and more to make complex data digestible. Further, with increased bandwidth available, online audio and video are replacing text for quick consumption of information. (I recently repaired my washing machine, for example, after watching a home-appliance store's YouTube video.)

Given the rise of smartphones and tablet computers, this trend toward "thin" is only going to continue, especially online. Short text is helpful text. Multimedia options that help viewers quickly find what they need (as opposed to multimedia dress-up) will be rewarded with more visitors.

For a further glimpse of this slim-lined future, take a look at HTML5. It's a match made for mobile computing. The days of Flash-heavy or (heaven forbid) Flash-only sites are numbered.

If you're writing for the Web, or anyhow influencing your company's Web presence, and you're not already browsing with a mobile device, it's high time to start. It's the only way to really understand how well your site works for your visitors, or doesn't. You may also want to begin chanting this mantra: "Thin is in."

—Lester Smith

Photo by JonoMueller

I have a friend who has a quick temper and a quicker computer. She will read something that makes her angry and dash off a quick e-mail reviling the writer, or post a scathing comment on the writer's blog. With one quick click, the message is sent on to shock the writer - frequently someone she doesn't even know. Needless to say, there have been repercussions. She has lost business and even friends, just because she doesn't take time to cool down before sending.

This is one of the great perils of our electronic age - the gut response. Now we can react to anything immediately, through e-mail, blogging, and social media such as Twitter, Facebook, MySpace, LinkedIn, and the rest, all promoting - nay, encouraging - instant communication with no muss…no fuss…(no brains). We have become doers in lieu of thinkers, sometimes in the worst way. And in the process, we risk embarrassing ourselves and alienating others.

When communicating with people - especially in business - we need to slow down and think a little more. Before hitting "send" on that irritated e-mail, consider the possible results. Do you want that client to believe you think he's an idiot? Probably not. Yet even the smallest negative word can carry big consequences.

Therein lies the crux of the matter: Even small words carry power. They can hurt, insult, and destroy; or they can compliment, placate, and inspire. So choose your words with great thought, and weigh them with utmost care. Let your message sit for an hour. Take a break and come back to re-read your words with a fresh mind. Only after you are certain you are sending the message you really want to convey should you click "send."

- Joyce Lee

Photo by Zinaad

Have you ever bought a used car?

Recently my youngest daughter asked me to look over a used car she was considering buying. The dealer's salesperson smiled and walked us over to it, saying, "Great body. Not a scratch on her." I got in, started the engine, looked over the interior - all in good shape. I got back out, opened the hood and looked at seals, hoses, and so on, then bent down to look at the tires and underbody. The wheel wells were rusted completely through. When I asked the dealer's mechanic about repairing them, he took a look and replied, "The whole underbody is rusted out. I wouldn't feel comfortable selling this car to your daughter."

Now for the other side of the picture. One of the first cars my wife and I owned was a used Buick. Mechanically, that car was wonderful. Cosmetically, it was a mess. The paint was peeling off the roof. The hood had been replaced, and its color didn't match the rest of the car. The rear bumper was falling off and had to be held up with a rope tied inside the trunk. My wife was embarrassed to be seen in the thing, but I loved it: Good on gas, dependable starter even in the coldest weather, a smooth ride, and so on.

Those two cars represent different attitudes about business writing.

Writing teachers often focus on grammar training, punctuation practice, spelling, and correct word usage, as if these were what make writing perform. But this is like paying attention to how a car looks without considering how it runs. A great paint job and leather upholstery do no good if the underbody has rusted through or the engine is broken.

Business leaders often focus on content to the exclusion of grammar, punctuation, spelling, and correct usage, arguing that the only thing that really matters is communication. But this is like driving my old junker back and forth to work. Other people really do care how your ride looks.

Having been a writing teacher, I understand that grammar, punctuation, spelling, and word usage are easiest to grade. Ideas, organization, and voice require more expertise and energy. Working in business, I also understand that communication and delivery speed are essential. Devoting time to proofreading can seem counterproductive. (And maybe we still have some slight resentment toward those teachers who marked up all our papers in school.)

The truth is, of course, that we need both. A piece of writing must be well designed and mechanically sound to communicate. It must have sound ideas, a logical organization, and an appropriate voice for its audience. But it must also look good if we are to be taken seriously. This is where editing and proofreading become important - to ensure correctness in spelling, punctuation, grammar, word choice, and sentence construction. Page design (use of headings, columns, lists, graphics, and so on) is also important, of course, to help readers quickly comprehend your message.

You can find tips about all of these things by using the search box on this site, and more in-depth information in our print publications. You might consider these your toolboxes. Here's wishing you the best on your writing journey.

- Lester Smith

Photo by Ross Griff

Do you often have to write for a supervisor? Or are you, perhaps, a supervisor for whom other people have to write? In either case, it's worth noting that not every textual change is a judgment of the writer's ability. Often, changes are made because of a sense of voice. And voice is something unique to each of us.

In my own work, sometimes I receive and edit text from other writers, and sometimes I have to submit my own writing to superiors. In both cases, textual changes occur. Sometimes it's a matter of correcting errors. (No one can write, edit, and proofread all at the same time. That's why publishing companies have writers, editors, and proofreaders, each focused on a different step.) But just as often, a technically correct piece may be adjusted for tone, perhaps to better match the company's voice.

Certainly it can be exasperating to pour your best work into a piece of writing and then have it changed - perhaps dramatically. We often hear from office writers worried that their jobs might be in jeopardy because of how much their text gets edited. My best advice comes from the Tao te Ching, "Do your work, then step back. The only path to serenity." Do your best. Let it go. Fretting never makes things better. Calm - on the other hand - definitely does.

For supervisors reviewing other people's writing, I'd point out again the H.G. Wells quotation above. It hangs above my own desk as a reminder not to change things just for the sake of change. If you do make changes to a draft, be aware of how it reflects upon the writer who submitted it. If the changes are to correct errors, make sure the original writer understands those errors, to avoid them in the future. (This may mean firming up your own understanding of the grammar or punctuation rule involved. I work full time in publishing and frequently have to look things up again.) If you can't explain why a change is being made, ask yourself whether it's really necessary.

I suspect that's what H.G. Wells would ask about my red pen marks above.

- Lester Smith

I recently sat in on a meeting the made my eyes droop and my toes curl. The purpose of the meeting was clear—it was the regular assembly of a civic organization with established goals—yet it dragged on, veering from topic to topic and back again. One member was consistently breaking into the discussion with information, relevant or not, and what could have been a one-hour meeting was doubled.

This isn't an isolated incident, of course. All too often meetings fall prey to the random commentator, eating into the other attendees' time (even extending their workday). However, when calling or chairing a meeting, there are a few things you can do to avoid it crumbling into a disorganized, inefficient mess.

First, decide on a clear purpose for the meeting. This might sound obvious, but you'd be surprised how many meetings wander into nether regions, failing to work toward specific outcomes. Decide what actions should come out of the meeting for each subject, and don't let a topic go by unresolved. Focus on those outcomes, and you can steer rambling speakers back on track.

Next, prepare an agenda. This includes a listing of each topic to be discussed, from most to least important (the way a news story is written). This ensures that should the meeting have to break up early, you will at least have covered the essentials. If possible, distribute the agenda to attendees well before the meeting, and allow them to suggest additions to be added where appropriate. A clear agenda, reviewed beforehand, will help to focus attention item by item, preventing disruption by off-topic comments.

At the beginning of the meeting, set a time limit on discussion per topic. This can help to keep the more talkative from rambling on. You might even bring a timer to help the group stick to that limit. By the way, this is also a good idea for any speakers invited—let them know beforehand that you would like them to work within a specific time frame. With this done, stick to the schedule as closely as possible. The participants will thank you.

For a regular meeting of an ongoing civic, charitable, or non-profit organization, you might consider adding the topics “old business” and “new business” at the end, allowing participants to bring up their topics in an orderly fashion. Otherwise, you'll find random topics thrown in throughout the meeting. This way, you can simply defer non-relevant discussions until you get through your main business.

Finally, and most importantly, if you are in charge of the meeting, Take Charge. Tactfully steer non sequiturs and off-topic comments back to the subject being discussed. That is the true role of a meeting chairperson—the ability to keep things on track.

If you have further questions on how to run a meeting, you can't do wrong by referring to Robert's Rules of Order, the quintessential reference for any meeting. Although developed in 1876 by Brigadier General Henry Martyn Robert, who was disgusted with the lack of order in military and governmental meetings, it is still excellent and has been revised to reflect modern meeting practices. You can check the official site, www.robertsrules.org, for some basics.

—Joyce Lee

Photo by Brett Jordan