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“Imagine a one-on-one conversation with a communication guru,
mentoring, modeling, and motivating you to become a more
effective and efficient communicator. You need not imagine,
because that guru, Kenneth Davis, has provided those three Ms
in The McGraw-Hill 36-Hour Course in Business Writing and
Communication, a book that will transform your hope and dreams
for improving your writing into the reality of becoming a better
writer.”
DR. LYLE SUSSMAN
Professor and Chairman, Department of
Management and Entrepreneurship
College of Business
University of Louisville
Coauthor of Smart Moves, Smart Moves for People in Charge,
What to Say to Get What You Want, Yes You Can,
Close the Deal, and Lost and Found
This page intentionally left blank
 T H E
McGRAW-HILL
36-Hour Course

BUSINESS
WRITING AND
COMMUNICATION SECOND EDITION

Kenneth W. Davis, Ph.D.

New York Chicago San Francisco Lisbon London Madrid Mexico City
Milan New Delhi San Juan Seoul Singapore Sydney Toronto
Copyright © 2010 by Kenneth W. Davis. All rights reserved. Except as permitted under the United
States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form
or by any means, or stored in a database or retrieval system, without the prior written permission of
the publisher.

ISBN: 978-0-07-174394-5

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MHID: 0-07-173826-6.

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TERMS OF USE

This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors
reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted
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arises in contract, tort or otherwise.
To my fellow members of the Association of Professional
Communication Consultants, especially Dan Dieterich,
Lee Clark Johns, and Barbara Shwom
This page intentionally left blank
CONTENTS
Acknowledgments xi

Introduction: Manage Your Writing 1

Be Your Own Communication Department 3
Writing in a Knowledge Economy 8
What a Writing Course Can—and Can’t—Do 12
How to Use This Book 16
“The Discipline of the Craft” 17
Managing Your Writing Time 18
The Law of the Next Action 21
The 12 Steps 23
Manage Your Writing 25
Manage Your Writing Today 26

Chapter 1. Find the “We”: Manage Your Relationship with

Your Reader 27
Communication and Community 30
Personality 32
Attitude 35
Circumstances 38
Knowledge 41
Manage Your Writing Today 45

vii
viii Contents

Chapter 2. Make Holes, Not Drills: Manage with Purpose 47

Death to Subject Lines 50
Ko and Mei Communication 53
The Long and Short of It 54
The Corporate Communication Grid 56
Manage Your Writing Today 61

Chapter 3. Get Your Stuff Together: Manage

Your Information 63
Asking Questions 65
Outside and Inside 68
Map Your Information 70
Manage Your Writing Today 73

Chapter 4. Get Your Ducks in a Row: Manage

Your Structure 75
An Everyday Example 78
The Technique of Organizing 81
Formulas 82
Writing to Sell 87
From Information to Knowledge 90
Manage Your Writing Today 94

Chapter 5. Do It Wrong the First Time: Manage

Your Drafting 97
Draft as Prototype 98
Debriefing the Exercise 101
Overcoming Writer’s Block 102
Writing and “Flow” 103
Manage Your Writing Today 106

Chapter 6. Take a Break and Change Hats: Manage Your

Internal Writer and Editor 109
Breaking for Objectivity 110
From Writer-Based to Reader-Based 113
The Two Hats 115
Manage Your Writing Today 122
Contents ix

Chapter 7. Signal Your Turns: Manage Your Paragraphs 125

Tools for Revision 127
Turn Signals 129
Manage Your Writing Today 140

Chapter 8. Say What You Mean: Manage Your Subjects

and Verbs 143
Hidden Subjects 145
Hidden Verbs 146
Hidden Subjects and Verbs 148
Active or Passive 149
Modifiers 151
Manage Your Writing Today 156

Chapter 9. Pay by the Word: Manage Your

Sentence Economy 159
Objectivity and Common Sense 162
Two Tools 164
Beckwith on Economy 165
Manage Your Writing Today 168

Chapter 10. Translate into English: Manage Your

Word Choices 171
Learning from the IRS 173
Word Histories 176
Good Reasons Otherwise 181
Readability Formulas and Style Checkers 184
Deliberate “Obfuscation”? 186
Three Examples 188
Manage Your Writing Today 192

Chapter 11. Finish the Job: Manage Your Spelling,

Punctuation, and Mechanics 195
Manage Your Writing Today 202

Chapter 12. Manage Your Writing: Evaluate Your

Writing Process 205
Manage Your Writing Today 206
x Contents

Appendix A: Manage Your Online Writing 209

Appendix B: Manage Your Global Writing:
The Case of the Belgian Fries 217
Appendix C: Manage Your Speaking 223
Appendix D: Resources for Managing Your Writing 229

Index 233
ACKNOWLEDGMENTS

F
or making this edition possible, I thank:

• The readers of, and commentors on, my blog at manageyour

writing.com, including Mohammed Al-Taee, Adam Freed-
man, Danielle Ingram, Roy Jacobsen, Delaney Kirk, Norm
Leigh, David William Peace, Dwayne Phillips, Brad Shorr,
Cheryl Stephens, Matthew Stibbe, Raymond P. Ward, and
Joanna Young
• My designer, Dean Eller, of DesignMark, Inc., Indianapo-
lis, Indiana
• My agent, Paul S. Levine
• My team at McGraw-Hill, including Michele Wells, Nancy
Hall, and Alison Shurtz
• Above all, my wife and partner, Bette Davis

xi
This page intentionally left blank
INTRODUCTION:
MANAGE YOUR WRITING

I
n this knowledge economy, writing is the chief value-producing
activity. But you may not be writing as well as you could. That
may be because you think writing requires a special talent that
some people have and some people don’t.
In fact, writing is a process that can be managed like any other
business process. If you can manage people, money, or time, then you can
manage your writing. And you can profit from the results.
This book will give you the tools to become—in the next 36 hours—
a more effective, efficient manager of your own writing.

• You’ll become more effective because you’ll learn to produce writing

that gets things done.
• You’ll become more efficient because you’ll learn to produce more
effective writing in less time.

How can this magic happen in just 36 hours? It’ll happen because
you’ll learn to take the management skills you already have and apply
them to the process of writing. Remember, whether or not the word man-
ager is part of your job title, you clearly are a successful manager. Oth-
erwise, you wouldn’t have

1
2 The McGraw-Hill 36-Hour Course in Business Writing and Communication

• the money to buy this book,

• the position to have somebody else buy it for you,
• or the time and initiative to be browsing through it in a bookstore.

Through your experience in business and in life, you’ve learned to

manage: to manage people, to manage money, to manage time. This book
will teach you how to use these same skills when you write.
Let me tell you a story. When I was a kid growing up in rural Iowa,
there was a local fisherman who had more money than common sense. He
always had the newest, most expensive fishing gear, but he didn’t always
know how to use it.
One fall he decided to take up ice fishing. He ordered the very best
cold-weather clothing, the very best portable shelter, the very best ice
saw and tackle. The first winter day our local reservoir had frozen over
enough, he was out on the ice at dawn. He set up his shelter, sawed his
hole in the ice, sat on his new folding stool, and waited.
Three hours passed without even a sign of a fish. The disgusted
fisherman was about to call it quits and head home when he saw a teen-
age kid in faded blue jeans and a faded green Army field jacket head out
onto the ice. The kid whacked a hole in the ice with a hammer, baited a
hook, and immediately pulled out a nice fish. Within 10 minutes, the kid
had a bucketful and turned back for the shore.
The older man yelled for him, but the kid was apparently out of voice
range. So the man started walking fast toward him and finally caught up
with him at the shore.
“Son,” the man said, “I’ve been out here three hours without catch-
ing a fish, and you’ve pulled out half a dozen in 10 minutes. What’s your
secret?”
“Hmrm hmrm,” the boy muttered.
“What’s that?” asked the man.
“HMRM HMRM,” answered the boy, louder.
“I’m sorry, son; I can’t understand you. What’s your secret?”
The boy moved his hand to his face, took a handful of something
out of his mouth, and explained.
Introduction: Manage Your Writing 3

“WARM WORMS.”
Well, OK, that story didn’t really happen. But I wanted you to
believe, for a while, that it had happened in order to make two points:

1. Writing can change and even create reality. For a while, my words
made that story real for you. And the writing you do on the job
can create a new, better reality for you in your work life. On his
blog, my favorite management guru, Tom Peters, quoted novelist
James Baldwin that “you write in order to change the world.” Tom
continued, “Call me hopelessly naïve, but I believe there is no
excuse for any variety of ‘business writing’ that should be crafted
any less carefully or aim any less high than a great novel or great
inaugural address. After all, we do aim—day in and day out—to
change the world via our human collectivities called enterprises.
Right?”
2. This will be a “warm worms” book. It will give you practical,
down-to-earth tools—the equivalent of a hammer, a bucket, and
a mouthful of night crawlers—to re-create yourself as a more
effective, efficient writer.

BE YOUR OWN COMMUNICATION DEPARTMENT

A New Yorker cartoon shows a tiny newsstand with a big sign. “Fred’s
Newsstand—,” it reads, “Forefront of the New Post-Industrial Informa-
tion Society.”
We’re all Fred, of course. The information society is a fact, and it
affects the work every one of us does, from building cars to selling news-
papers. As futurist John Naisbitt wrote, “The information society is an
economic reality, not an intellectual abstraction.” Yet most of us haven’t
learned the skills we need to survive and thrive in this new knowledge
economy.
This fact is particularly important because more and more of us—me
included—are entrepreneurs and “intrapreneurs.” For the small business
owner—or for the owner of “You, Inc.,” within a large business—the
4 The McGraw-Hill 36-Hour Course in Business Writing and Communication

upside of the knowledge economy is the fact that the creation or com-
munication of knowledge does not require a large organization; the lone
David can compete effectively with the Goliath. For example, some of the
computer programming for a London cab company was done by a solo
entrepreneur working from his Indiana farmhouse. The downside, how-
ever, is that the same standard of communication excellence is expected
from a one- or two-person operation as from a giant corporation with its
own communication department.
As revolutionary marketer Seth Godin has pointed out, much writing
now goes to its readers “unfiltered,” without an editor working on it first.
He continued, “The thing most people miss most is that they no longer
have an excuse. Without a publisher/editor/boss to blame, your writing is
your writing.”
So how do you compete? By being your own communication
department.
Begin by understanding the times we live in. One of the most per-
ceptive commentators on the knowledge economy is Alvin Toffler, whose
book The Third Wave outlines three times of major change in human
activity:

1. The first of these “waves,” said Toffler, came several thousand

years ago when hunting and fishing were replaced by farming
as humanity’s main work. In the resulting agricultural economy,
wealth consisted chiefly of the ownership of land.
2. The second wave happened only about 150 to 200 years ago,
when farming was replaced by manufacturing as our major eco-
nomic activity, at least in the Western world. (That revolution—
the industrial revolution—was not a bloodless one: the U.S. Civil
War was, to some extent, a conflict between a largely agricultural
South and an increasingly industrialized North.) In the resulting
industrial economy, wealth consisted chiefly of the ownership of
factories.
3. Now, said Toffler, a third wave is sweeping over us. Manufactur-
ing has been giving way rapidly to the processing of information
Introduction: Manage Your Writing 5

as humanity’s major economic activity. As we have entered the

information or knowledge economy, wealth has come to consist
of the ownership of information—or rather, the ability to collect
and communicate information. James Champy was right when
he wrote in his book Reengineering Management, “Knowledge
is power, as the cliché has it. But knowledge is not easy to come
by. You earn it by thinking. And all we have to think about is
information. So make sure that the information ‘gets around.’”

Even as early as the late 1980s, Tom Peters was finding striking
examples of the wealth that lies in communicating information. Peters
reported that the little publication called The Official Airline Guide—a
for-sale compilation of schedule information (information that the airlines
gave away free)—sold in 1988 for $750 million, three times the selling
price of Ozark Airlines that same year.
In other words, the right formula for collecting and communicating
free airline information was worth more than all the planes, equipment,
and other assets of an airline itself.
If collecting and communicating information is our main work for
today and tomorrow, we’d better get good at it. In a knowledge economy,
our personal success and the success of our organizations depend on this
“knowledge work.” Management guru Peter Drucker, writing in Manag-
ing in the Next Century, put it this way: “Physical resources no longer
provide much of an advantage, nor does skill. Only the productivity of
knowledge workers makes a measurable difference.”
Unfortunately, however, most of us are not very good at commu-
nicating our knowledge, and the results can be disastrous. W. Edwards
Deming, the twentieth century’s leading advocate for “quality” as a busi-
ness goal, estimated that “85 percent of failures in quality are failures in
communication.” A big part of the problem is the way we think about
communication. Too often we make third-wave communication decisions
as if we were still living in a first- or second-wave society.
In first- and second-wave societies, communication often was one-
way, top-down. Information was held at the very top of organizational
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