Many nonfiction writers start books with outlines. I'm not big on outlines because they shortcut the writer's thinking. (Nonfiction writers think and learn as they write.)
However, some writers go off on tangents without outlines. Or, some writers (raises hand) are prone to put everything she ever learned about this topic into one book. Either of those problems make it difficult to finish a book before the writer dies. Worse, those tangents and the “everything” problem make it difficult for readers to consume the book. The book does not fulfill its promise to educate, inspire, or influence the reader.
Instead, think of a book as a product. Products have user journeys. Writers can use a user journey for a book. But that user journey requires one ideal reader. Even then, not all writers get the journey right before finishing the book. (See the Book Birthday post for Successful Independent Consulting.) But writers can reorganize books before publishing.
I write nonfiction books to help change my ideal readers and what they do—their actions. I don't have too much trouble defining the ideal reader, although I often refine that reader as I write. With an ideal reader, I can define, and iterate through, a user journey for that ideal reader.
So far, people have found my nonfiction books helpful. They tell me my books educate, inspire, or influence them to act. (Success!)
Sounds easy, right? But that one ideal reader is a huge problem for many of us writers.
Choose One Ideal Reader
Many nonfiction books might appeal to various readers. But books are more successful when writers focus this book on one ideal reader.
Here are some examples, using my books:
- Successful Independent Consulting has one ideal reader: the solo entrepreneur as a consultant. Not all entrepreneurs, although many of them would benefit from this book. Not small boutique consulting firms with 5-6 principals, although they would benefit, too. No. My ideal reader is the solo practitioner.
- Create Your Successful Agile Project has one ideal reader: a team-based leader, regardless of title, who wants to create an agile culture so the team can be more effective in how they create products.
- In contrast, the ideal reader for Agile and Lean Program Management is a cross-functional/cross-organizational leader. While project-based leaders and team-based leaders will also find the book useful, I focused that book on the various program managers and how to help them succeed.
- Manage Your Project Portfolio has one ideal reader, too: the leader in the organization who realizes multitasking doesn't work. In smaller organizations, that person might be part of the C-level of management. In larger organizations, that person might be in middle management. Some PMO leaders tell me they're the ones who use this book. But in all cases, the ideal reader wants the promise of the book: increase capacity and finish more projects.
Some of my dear friends tell me their book is different. Their book appeals to “everyone.” I tell them that's a huge problem that will prevent anyone from reading their book.
What About the “Everyone” Problem?
No book appeals to everyone. Not one.
Here's a little test:
- Find a bestselling list of nonfiction books. (I won't rant about the fact that “bestselling” is just about meaningless. Not right now.)
- Make sure there are at least ten books on that list.
- How many of those books appeal to you? If you had unlimited funds and unlimited time, how many of those books would you read?
I can guarantee that even if someone gave you all those books and gave you plenty of time to read those books, you would not choose to read all of them.
That's because books that appeal to “everyone” do not exist.
Every book has one ideal reader. More people might want to read that book, but when writers focus on the ideal reader, the writer can create a useful user journey.
One ideal reader makes it possible to define a user journey for that book. (See Writing Secret 5: Decide on One Ideal Reader and the link at the end about secondary readers.)
Book User Journeys Support the Ideal Reader's Learning
The user journey for a software product is what the user can do at any given point. Book user journeys are about what the reader needs to learn at a given point.
So instead of user actions, the writer identifies what the user can learn right now. Then, successive chapters build on that learning.
The user journey makes sure the learning, in the form of education, inspiration, or influence occurs at the right time for the ideal reader. When writers write for one ideal reader, that reader might act. But if we don't write for one ideal reader, no one will act.
Worse, we can't finish the (damn) book.
My advice: ditch the outline. Define an ideal reader. Write down the user journey for that reader. Instead of a single book with everything you know, you might have three smaller books, such as the Modern Management Made Easy books. Write a book that solves problems for one ideal reader. When you complete the user journey, you can finish that book so you can write the next.