How to write a business book that explores, not sermons

Most business books aim to educate us. They present a new idea or approach that describes a path to success. Jim Collins’ Good for greatAlexander Osterwalder and Yves Pigneur’s Generation of business modeland Ethan Mollick’s Co-intelligence There are examples of business book bestsellers that make it exactly. But how do you write a business book without throwing an idea? Is it possible to write one that is more like to join an adventure?

But can business books work without a powerful idea the author wants to open? Is it possible to write one that is more like to join an exciting adventure? In other genres that is quite common. Think about autobiographies, history books and travel guides. In these books it is often an emotion of exploration, rather than the desire for a road map that keeps the reader excited.

I talked to Martin Reeves, one of the co -authors of the next book, Like: The button that changed the worldTo find out how something similar to the business book can be done. Previous Reeves books were classic business books, but new deliberately removes all ordinary elements. There is no summary or point of bullets, no single essential message, nor a purely imposed structure. He showed three features that run such a book.

Lesson #1: Display, don’t show

For a business book to work, it usually narrows our focus on a very specific issue. The stories are told to highlight the essential message and all the uncertainty and complexity of the real world is pushed aside. Writing Business Book 101 suggests that you show readers how your idea works and then spray on some great stories to bring this to life. like takes another attitude.

“For a book like this, you tell, you don’t say,” explains Reeves. “You don’t lead with a theory.”

By the time you are finished reading, you begin to get an understanding what the authors are trying to tell you, but more in shades of gray than black and white. For example, the story of the similar button suggests that innovation is not the result of a long hero, but a major social issue. Many people contributed and no one at the time knew how important this new artifact would become.

For innovators and aspiring entrepreneurs who initially seem less useful than “three steps to build a novelty of progress”. After all, it is more practical as you can consider building the right environment that enables ideas rather than planning a linear trajectory.

Lesson #2: Be a Detective

The book’s journey began with a coffee conversation among the authors. Bob Goodson, a notorious holder, had recently moved home. Packed, he stuck through an old outline of a similar button. By telling Reeves, he noticed before the first use of the first Facebook.

“Are you saying you invented the SI, Bob?” Reeves remembers their conversation. “And he replied, well, no, of course no. Well, maybe.”

This caused three years of conversations and research. But instead of doing the study first, then creating a well -structured penetration list, they decided to create a book that functioned as their exploration journey. They started with a question that caused further questions. From “Who invented the similar button” they moved to “How does innovation happen?” (Spoiler Alert – is a social exercise with many recombination of ideas). They then progress to “Why is the design what is, ie a big finger?” This leads you to a trip of design, brain science, cultural artifacts, etc.

Almost almost like joining a team of detectives trying to find not only the killer but also understand the conditions and motive. A side benefit of the story tracking (rather than proving a theory) is that the author has permission to engage in many interesting topics and is not limited by having to prove expertise in a narrow field.

Lesson #3: are small things (than big ones) that matter

“I’m a person who is inclined to neglect the details, but you can’t neglect the details if you want to tell a story,” Reeves explains.

They interviewed over 100 people and Reeves admits that his questions were initially high. At first, he focused on questioning like “What is the story of the similar button?” When you ask questions like this, you get high -level answers. This does not work in a book that is guided by stories. Think of a novel that takes the reader in the very specific situation of a protagonist. This is the approach you need to adopt when writing a business book in this style.

Eventually, Reeves began to ask more granular questions. Questions like, “What were you doing in such a year and such?” Or “Linkedin was one of the last companies that includes a similar button. Why was this?” When asked such specific questions, you get the rich answers you need to tell an attractive story. And after presenting these stories, you can leave the reader to understand them completely.

Beyond writing the book

Writing the book is definitely just the starting point. As with all business books, success will largely depend on networks, smart marketing and reliable author’s team credentials. You can learn more about this in my series two parts on how to become a management teacher.