Business Communication

Handout: A Nine-Step Guide To Fast Effective Business Writing

A Nine-Step Guide to Fast, Effective Business Writing

How to write clear, precise, take-action prose when you're short on time
You're facing a public relations disaster. A competitor is making wild charges against your firm, raising questions in the minds of your customers and demoralizing your employees. You've got to fight back. Quickly. You need to create a document that covers all the bases and provides guidance on how the crisis should be handled. You can't afford to waste time with writer's block, analysis paralysis, or anything else. Time is of the essence; every lost moment means more lost customers. But you don't want to leave out important points, use the wrong tone, or compound the problems because of poor communication. Here's a quick, nine-point guide to fast, effective writing:

Identify your audience

Getting the job done quickly is easier if you take just a few moments to prepare before you start writing. The first question to ask yourself is: "Exactly who will read this?" The answer determines the appropriate level of detail or background needed to get key points across. Documents addressed to engineers, for example, require a different level of technical specification than those intended for salespeople, customers or partners. Use language, concepts, and terms that are familiar to your target audience.

Quickly jot down your key points

Ask yourself, "What exactly do I want to say?" Make a list of reasons you are composing the document, such as to correct misconceptions, justify certain actions, or establish new policies or procedures. Identify each point you wish to convey, including your motivation for drafting the document. Don't get bogged down during this process; try to do it in 10 minutes or less. If you are establishing a new policy for handling customer complaints, for example, list the reasons the previous policy did not work. The recipients of your document are more likely to respond the way you want them to if they understand why you are making certain recommendations, observations or requests.

Identify your desired outcome

Decide if your document is for informational purposes only or if you want people to respond by taking specific actions. In the latter case, list every action you want your readers to take. Be specific. If you want to generate appropriate responses, you must first have a clear idea of what constitutes an appropriate response. If no actions are required, be prepared to say so directly ("This document is FYI, no action required."
Copyright 1999 by the President and Fellows of Harvard College. All rights reserved.

1 of 3

HARVARD MANAGEMENT COMMUNICATION LETTER SEPTEMBER 1999

Business Communication

Handout: A Nine-Step Guide To Fast Effective Business Writing

Choose a self-explanatory title

Don't worry about coming up with an elaborate or witty title for your document. Doing so wastes time, usually with little payoff. Instead, be direct and to the point. State the purpose of the document in the title. Make sure the title is as precise and detailed as possible. "Fixing our Factory" is much less descriptive than "Fixing our New Jersey Factory by August 8, 1999." The more detail you squeeze into the title of your document, the better. But don't go overboard. If your document contains multiple points, try something like "Five Things We Must Do to Improve Customer Service."

Begin with a compliment, acknowledgment, or expression of thanks

No one likes to be lectured. Your opening sentences are an opportunity to break the ice and create a positive impression. Acknowledge your intended readers by thanking them for past services rendered, noting successes they have achieved or attributes they possess that you admire. A little humility goes a long way. Give your readers their due measure of respect. It is one of the best ways to get them to return the favor. Example: "Thank you for your dedicated service during the current controversy. I am enormously proud of everything your team has accomplished in the past few months." Recognizing the strengths and accomplishments of others is the best way to generate positive response. Doing so helps build cooperation; failing to do so can create resentment.

State your reasons clearly

Your goal is to help readers arrive rapidly at the conclusion you've already reached. Refer to the notes you made before you started writing (see step 2). List and explain each of your key points, one at a time. Help your readers understand the issues involved by conveying the precise reasons you are recommending a particular course of action. Say a competitor has made unfair accusations directed at your company. Before suggesting how your employees should respond, describe the issues involved. Example: "Our competitor is claiming we do shoddy work, don't follow up on our promises, and hire thirdrate talent." After you have explained your motivations for drafting the document, make sure your key points are presented to readers in a logical order either chronologically, cause to effect, pro and con, or some other appropriate sequence.

Offer your solutions, ideas or action plans

Refer to the notes you have made in step 3. Explain exactly how you propose to deal with the issues or problems you have identified. Concentrate on action items that your readers can personally implement. Be direct and specific. If you are suggesting several actions, list each as an individual bullet point, with complete information about what needs to be done, who should do it, and in what time frame. This provides your readers with a checklist. Spell out exactly what you want. Avoid vague instructions like "we should fix this problem." Be more specific: "Jane Smith should take over all the accounts in Arizona by the end of the month."

Leave room for better ideas

When appropriate, invite those who read your document to suggest their own ideas on how to handle the issues under consideration. This often generates better ideas or approaches. At a minimum, inviting contributions from others gives your readers an opportunity to go through the same thought processes that led you to your conclusions. If better ideas emerge, they can be incorporated into future drafts. Give readers a deadline for responding with ideas or suggestions. You'll gain support for your document by
Copyright 1999 by the President and Fellows of Harvard College. All rights reserved.

2 of 3

HARVARD MANAGEMENT COMMUNICATION LETTER SEPTEMBER 1999

Business Communication

Handout: A Nine-Step Guide To Fast Effective Business Writing

integrating appropriate suggestions offered by others. And if better ideas don't emerge during this process, your suggestions will gain added momentum.

Scan the final document three times

Use, but don't trust, spell-checking software. Words can be used improperly even when they are spelled correctly (eg. "There all going to the trade show."). When you're finished writing, read through your documents three more times, each time with a different goal. First look at the overall structure. Make sure the main point is clear and that all parts of the document support your recommendations, argument, or idea. Next, take a careful look at each sentence. Use shorter sentences wherever possible. Eliminate confusing or redundant sentences. Make sure that each sentence has a subject and a verb that are closely connected. Finally, look at each word in your document. Make sure they are precise, mean what you intend, and cannot be misunderstood. Eliminate unnecessary words.

- HAL PLOTKIN

____________________________________________________________
Further Reading
Effective Business Writing: A Guide for Those Who Write on the Job by Maryann V. Piotrowski (1996, Harper Collins, 160 pp, $12.00, Tel. 800-242-7737 or 212-207-7000) 60 Second Memos by Brandon Toropov (1997, Prentice Hall Trade, 353 pp, $ 14.95, Tel: 800-223-2336) 10 Minute Guide to Business Communication by Raymond M. Olderman (1997, Macmillan Book, 144 pp, $10.95, Tel: 800-428-5331 or 317-581-3500)

____________________________________________________________

Copyright 1999 by the President and Fellows of Harvard College. All rights reserved.

3 of 3

HARVARD MANAGEMENT COMMUNICATION LETTER SEPTEMBER 1999