I like reading magic books.
I don’t do magic. Not often (and not well). But reading the books is fun. It’s a vicarious thing, imagining how a trick might work, visualizing the effect and then smiling at how the technique is done. One after another, it’s a pleasant adventure.
A lot of people read business books in just the same way. They cruise through the case studies or the insights or examples and imagine what it would be like to be that brilliant entrepreneur or that successful CEO or that great sales rep. A pleasant adventure.
There’s a huge gap between most how-to books (cookbooks, gardening, magic, etc.) and business books, though. The gap is motivation. Gardening books don’t push you to actually do something. Cookbooks don’t spend a lot of time trying to sell you on why making a roast chicken isn’t as risky as you might think.
The stakes are a lot higher when it comes to business.
Wreck a roast chicken and it’s $12 down the drain. Wreck a product launch and there goes your career…
I’m passionate about writing business books precisely for this reason. There are more business books sold than most other non-fiction categories for the same reason. High stakes, high rewards.
The fascinating thing is this: I spend 95% of my time persuading people to take action and just 5% of the time on the recipes.
The recipe that makes up just about any business book can be condensed to just two or three pages. The rest is the sell. The proof. The persuasion.
Which leads to your role as the reader. How to read a business book… it’s not as obvious as it seems.
- Bullet points are not the point.
If you’re reading for the recipe, and just the recipe, you can get through a business book in just a few minutes. But most people who do that get very little out of the experience. Take a look at the widely divergent reviews for The Dip. The people who ‘got it’ understood that it was a book about getting you to change your perspective and thus your behavior. Those that didn’t were looking for bullet points. They wasted their money.
Computer books, of course, are nothing but bullet points. Programmers get amazing value because for $30 they are presented with everything they need to program a certain tool. Yet most programmers are not world class, precisely because the bullet points aren’t enough to get them to see things the way the author does, and not enough to get them motivated enough to actually program great code.
So, how to read a business book:
1. Decide, before you start, that you’re going to change three things about what you do all day at work. Then, as you’re reading, find the three things and do it. The goal of the reading, then, isn’t to persuade you to change, it’s to help you choose what to change.
2. If you’re going to invest a valuable asset (like time), go ahead and make it productive. Use a postit or two, or some index cards or a highlighter. Not to write down stuff so you can forget it later, but to create marching orders. It’s simple: if three weeks go by and you haven’t taken action on what you’ve written down, you wasted your time.
3. It’s not about you, it’s about the next person. The single best use of a business book is to help someone else. Sharing what you read, handing the book to a person who needs it… pushing those around you to get in sync and to take action–that’s the main reason it’s a book, not a video or a seminar. A book is a souvenir and a container and a motivator and an easily leveraged tool. Hoarding books makes them worth less, not more.
Effective managers hand books to their team. Not so they can be reminded of high school, but so that next week she can say to them, "are we there yet?"