Writing Without Bullshit: Boost Your Career by Saying What You Mean

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Joining the ranks of classics like The Elements of Style and On Writing Well, Writing Without Bullshit helps professionals get to the point to get ahead.

It’s time for Writing Without Bullshit.

Writing Without Bullshit is the first comprehensive guide to writing for today’s world: a noisy environment where everyone reads what you write on a screen. The average news story now gets only 36 seconds of attention. Unless you change how you write, your emails, reports, and Web copy don’t stand a chance.

In this practical and witty book, you’ll learn to front-load your writing with pithy titles, subject lines, and opening sentences. You’ll acquire the courage and skill to purge weak and meaningless jargon, wimpy passive voice, and cowardly weasel words. And you’ll get used to writing directly to the reader to make every word count.

At the center of it all is the Iron Imperative: treat the reader’s time as more valuable than your own. Embrace that, and your customers, your boss, and your colleagues will recognize the power and boldness of your thinking.

Transcend the fear that makes your writing weak. Plan and execute writing projects with confidence. Manage edits and reviews flawlessly. And master every modern format from emails and social media to reports and press releases.

Stop writing to fit in. Start writing to stand out. Boost your career by writing without bullshit.

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About the author

Josh Bernoff has been a professional business writer for more than 30 years, including two decades as a renowned technology analyst. He is the coauthor of three books on business strategy, including the bestseller Groundswell.

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Additional Information

Publisher
HarperCollins
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Published on
Sep 13, 2016
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Pages
320
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ISBN
9780062477170
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Features
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Language
English
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Genres
Business & Economics / Business Communication / General
Business & Economics / Business Etiquette
Business & Economics / Business Writing
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Content Protection
This content is DRM protected.
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Eligible for Family Library

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Josh Bernoff
It's the new normal. Now all of your employees are Twittering away and friending clients on Facebook. Not to mention customers--who feel obligated to update your Wikipedia entry with product complaints.

In this new world, dealing with empowered employees and customers --Insurgents -- is only going to get more challenging. Employees are using this technology in the workplace and customers are using it in the marketplace, and neither obey the rules you set up.

This chaos is your future as a manager. You could try to shut it down and shut it off. Or you can harness it and reap the business benefits.

According to Josh Bernoff and Ted Schadler of Forrester Research (the organization that brought you Groundswell), your defense against insurgents is to enable them. At its heart, this is a book about how to scale the management of insurgency, both the innovation of insurgent employees and the energy of insurgent customers. The key is a process Forrester calls E Triple S, for the four elements of managing insurgents effectively: empowering, selecting, scaling, and socializing.

While it's based in current trends, the core concept of Managing Insurgents -- that the next management and innovation challenge is harnessing individuals empowered by mobile, social, and connected technology -- is a new idea. In the wake of Groundswell, dozens of social-technology-for-business books cropped up. And there are plenty of books on improving your customer service. But there's no serious business book about management, marketing, and innovation in the throes of this trend. When Insurgency hits, it will be perceived not just as a sequel to Groundswell but as the start of a new management philosophy.
Chip Heath
BONUS: This edition contains an excerpt from Chip Heath and Dan Heath's Switch.

Mark Twain once observed, “A lie can get halfway around the world before the truth can even get its boots on.” His observation rings true: Urban legends, conspiracy theories, and bogus public-health scares circulate effortlessly. Meanwhile, people with important ideas–business people, teachers, politicians, journalists, and others– struggle to make their ideas “stick.”

Why do some ideas thrive while others die? And how do we improve the chances of worthy ideas? In Made to Stick, accomplished educators and idea collectors Chip and Dan Heath tackle head-on these vexing questions. Inside, the brothers Heath reveal the anatomy of ideas that stick and explain ways to make ideas stickier, such as applying the “human scale principle,” using the “Velcro Theory of Memory,” and creating “curiosity gaps.”

In this indispensable guide, we discover that sticky messages of all kinds–from the infamous “kidney theft ring” hoax to a coach’s lessons on sportsmanship to a vision for a new product at Sony– draw their power from the same six traits.

Made to Stick is a book that will transform the way you communicate ideas. It’s a fast-paced tour of success stories (and failures)– the Nobel Prize-winning scientist who drank a glass of bacteria to prove a point about stomach ulcers; the charities who make use of “the Mother Teresa Effect”; the elementary-school teacher whose simulation actually prevented racial prejudice. Provocative, eye-opening, and often surprisingly funny, Made to Stick shows us the vital principles of winning ideas–and tells us how we can apply these rules to making our own messages stick.
Josh Bernoff
It's the new normal. Now all of your employees are Twittering away and friending clients on Facebook. Not to mention customers--who feel obligated to update your Wikipedia entry with product complaints.

In this new world, dealing with empowered employees and customers --Insurgents -- is only going to get more challenging. Employees are using this technology in the workplace and customers are using it in the marketplace, and neither obey the rules you set up.

This chaos is your future as a manager. You could try to shut it down and shut it off. Or you can harness it and reap the business benefits.

According to Josh Bernoff and Ted Schadler of Forrester Research (the organization that brought you Groundswell), your defense against insurgents is to enable them. At its heart, this is a book about how to scale the management of insurgency, both the innovation of insurgent employees and the energy of insurgent customers. The key is a process Forrester calls E Triple S, for the four elements of managing insurgents effectively: empowering, selecting, scaling, and socializing.

While it's based in current trends, the core concept of Managing Insurgents -- that the next management and innovation challenge is harnessing individuals empowered by mobile, social, and connected technology -- is a new idea. In the wake of Groundswell, dozens of social-technology-for-business books cropped up. And there are plenty of books on improving your customer service. But there's no serious business book about management, marketing, and innovation in the throes of this trend. When Insurgency hits, it will be perceived not just as a sequel to Groundswell but as the start of a new management philosophy.
Ted Schadler
Mobile has reprogrammed your customers’ brains.

Your customers now turn to their smartphones for everything. What’s tomorrow’s weather? Is the flight on time? Where’s the nearest store, and is this product cheaper there? Whatever the question, the answer is on the phone. This Pavlovian response is the mobile mind shift — the expectation that I can get what I want, anytime, in my immediate context.

Your new battleground for customers is this mobile moment — the instant in which your customer is seeking an answer. If you’re there for them, they’ll love you; if you’re not, you’ll lose their business. Both entrepreneurial companies like Dropbox and huge corporations like Nestlé are winning in that mobile moment. Are you?

Based on 200 interviews with entrepreneurs and major companies across the globe, The Mobile Mind Shift is the first book to explain how you can exploit mobile moments. You’ll learn how to:
•    Find your customer’s most powerful mobile moments with a mobile moment audit.
•    Master the IDEA Cycle, the business discipline for exploiting mobile. Align your business and technology teams in four steps: Identify, Design, Engineer, Analyze.
•    Manufacture mobile moments as Krispy Kreme does — it sends a push notification when hot doughnuts are ready near you. Result: 500,000 app downloads, followed by a double-digit increase in same-store sales.
•    Turn one-time product sales into ongoing services and engagement, as the Nest thermostat does. And master new business models, as Philips and Uber do. Find ways to charge more and create indelible customer loyalty.
•    Transform your technology into systems of engagement. Engineer your business and technology systems to meet the ever-expanding demands of mobile. It’s how Dish Network not only increased the efficiency of its installers but also created new on-the-spot upsell opportunities.

Mobile is rapidly shifting your customers into a new way of thinking. You’ll need your own mobile mind shift to respond.



茱莉.阿斯科(Julie Ask)
 ◆Google執行長施密特:未來將是「行動唯一」的時代!

◆Amazon網路書店分類榜TOP5、五星滿分好評

◆《富比士》《哈佛商業評論》《金融時報》《紐約時報》《華爾街日報》書摘推薦

◆Google、思科、eBay、AT&T高層盛讚


第一本絕對實用的行動化教戰守則,

向Uber、Nike+、Evernote學習迎戰行動化時代!

台灣消費者的行動購買力高居全球第一,

當他們24小時都在從手機上尋求答案,

你必須全面改造產品設計、生產流程、平台架設、行銷企畫,

抓住消費者需要你的每個「行動時刻」!


行動商務的世界已然顛覆過往,

迎戰「醒著就在買」的O2O即用經濟,

你必須全面翻轉過去的商業思維!


行動思維就是建立一個app版的官方網站?

建立app只是多一個銷售商品的管道?

讓顧客隨時拿著手機上網比價,對你的店面百害而無一利?

這些對於「行動化時代」的誤解,可能會讓你錯失無數機會!


◎行動經濟不只是電子商務:創造「令人手滑的衝動」,才能刺激行動銷售

◎行動的影響力比銷售更重要:透過手機創造影響力,比實際賣出東西更重要

◎行動裝置絕不是通路:如果只把手機平台當成一個新通路,將錯失真正的機會

◎行動經濟完全改變了銷售法則:銷售的物品、定價和陳列都不能和網頁版一樣

◎行動化反而有助於實體店面:結合常客策略,行動裝置更能刺激銷售

◎最傳統的商品也可以行動化:智慧尿布、智慧雨傘問世,行動化乃傳統產業轉型最重要的機會


本書囊括豐富案例,從既有大型企業如星巴克、可口可樂、美國運通等的行動參與,

到新興創業家如Uber、Nike+、Evernote的行動創新,

解密如何與你的目標消費者,順暢無礙地在「行動時刻」相遇,創造最驚人的行動影響力!


【國內前瞻推薦】

◎林之晨(《創業》作者、AppWorks創辦人)

◎許景泰 (達摩媒體執行長)

◎陶韻智(LINE台灣區總經理)

◎詹文男(資策會產業情報研究所所長)

◎盧諭緯(《數位時代》編輯總監)


【國外重要好評】

「我們正身處於比網路發展更劇烈的轉變浪潮。隨著人、流程、資料與一切都連結在一起,個人與社群都從中受益,企業也得到更新且更龐大的機會。行動將是我們體驗與控制剛崛起的物聯網的管道。能掌握本書中提到的『行動思維轉移』,將比其他落後者成長更多。」

——約翰.錢博斯(John Chambers),思科(Cisco)總裁


「持續的連線會改變一切。在行動時代,能提供所需體驗與參與機會的人,將會淘汰那些無法做到的人。本書將會協助你適應並贏在行動時刻!」

——傑森.斯佩羅(Jason Spero),Google媒體表現部門全球主管


「應用程式和行動裝置現在可以做到嶄新又驚人的事情——聯繫在你附近的朋友、衡量你的運動表現,甚至將商品送到任何地方去給你。這種現況撤底改變了所有企業的顧客體驗。如果你被弄得頭暈眼花,準備面對新世界的實際建議與策略,那就來看這本書吧!」

——史提夫.亞可維奇(Steve Yankovich),eBay創新與新事業部門副總裁


「商業界擁抱了行動思維轉移,這破壞了市場、創造了新的商業模式,而且最重要的是,在顧客從未想像過的時刻創造了參與。行動的未來已然降臨,聰明的企業都深諳這件事。」

——安迪.蓋斯(Andy Geisse),AT&T商業解決方案部門執行長


「菲利浦正在把所有業務轉變成連線、即時的:以病患為中心的數位醫療、連線的照明解決方案,以及可用行動裝置控制的裝置。這表示要創造新的顧客論點與顧客體驗、新的商業模式及技術平台。本書探討了行動對企業的影響,並給予領導人明確的洞見,讓他們了解要抓住這種價值的機會與改變。」

——傑若恩.塔斯(Jeroen Tas),菲利浦醫療保健事業部,資訊解決方案和服務部門執行長


「在Airbnb,我們看到行動並不只轉移了顧客行為,讓我們必須予以回應,更是我們必須推出更高檔服務的機會。本書處理了這個重要的議題,並建議如何以及為什麼要讓你的企業邁向『行動優先』。」

——內森.布萊卡斯亞克(Nathan Blecharczyk),Airbnb共同創辦人暨技術長


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