Truth 8. People are not the same: Write for differences

As part of a business writing workshop for new managers, we asked the participants to write a memo asking their supervisors for time off during an especially busy week. Many in the group had a lot of fun with the request, inventing caretaker responsibilities, a daughter’s wedding, a sweepstakes cruise offer, and so forth. Most of the writers did a good job of stating their cases, but they all would have failed: Not one mentioned how the writer’s work responsibilities would be covered during his or her absence.

They should have put themselves in their supervisors’ shoes and asked, “What’s in it for me—or not in it for me? Will I be inconvenienced? Have to work longer hours myself to get the work done? Pay for extra help?” The supervisors would have rejected the requests or, at best, asked, “What about the work?”

Every time you write, pause and answer the “What’s in it for me?” (WIIFM) question if you want to succeed. An innovative media artist we know failed to do that when writing to several research labs, asking for access to neurological testing equipment. She described her video art and art-world credentials well, but her proposal failed to explain what was in it for the labs. Once she had thought through what she could offer them and how they might gain by collaborating, she made a good case—and was successful.

When you’re writing to accomplish a goal, knowing your audience and seeing things from their perspective tells you what content will work. If your company is changing how it calculates retirement credit, for example, each different employee group might need a separate answer to the WIIFM question. If you realize that, you’re one giant step ahead of the game.

Be aware of generation gaps—Dara, a 30-ish assistant marketing manager, was asked by her 40-something boss, Melanie, to attend an industry event and report back on it. Dara wrote:

Hi Mel—the meeting yestrday was like totally b-o-r-i-n-g. Guys in suits dulling us to death with industry trands. But I gave out quite a lot of business cards. do you want me to go to the ABD meeting next Tuesday.

Will Dara go the ABD meeting? Has she impressed her boss?

Way beyond the obvious technical mistakes, Dara failed to consider her goals and her audience. Thinking about goals would have told her that 1) she had a chance to perform well in person and that 2) in writing she had to deliver what Melanie wanted, if she is to receive more opportunities.

Thinking about audience would have told her that she should not address Melanie as a peer. Your workplace probably has a mix of generations, and much has been written about the differences between them:

• Generation Y: Born after 1982…youngest members of the workforce characterized by energy and huge ambition to succeed quickly. High degree of social consciousness and confidence with technology; global outlook; minimal institutional allegiance.

• Generation X: Born between 1965 and 1981…typically seen as “challengers,” who want to find better ways of doing things and change the rules and processes. They are prepared to work hard and expect to succeed. They tend to like teamwork.

• Boomers: Born between 1945 and 1964…come with high expectations and are driven to high levels of performance. Generally have an individualistic, sometimes self-important outlook and often an authoritarian approach to power.

Where do most of today’s leaders fall? The boomers are still very much with us. Most of those you report to may be only somewhat older than you, but the significant higher-ups are probably boomers. They may not represent your primary audience, but very often they represent your secondary audience—the people beyond your immediate super-visor to whom your report or e-mail may be relayed, to your credit or discredit.

As a general rule, the older people are, the more formality they prefer in their lives and in communication. They will probably not appreciate e-mails with smiley faces, text message abbreviations, or a super-casual style. They are unlikely to respond positively to sloppy writing with bad spelling, haphazard punctuation, and no capitalization.

The higher-ups in Dara’s company are probably boomers, and if her e-mail climbs into their territory, she’s made an even worse impression than was immediately apparent.

What if you report to someone younger than yourself? Treat young supervisors as if they are older, as a sign of respect. Young people in high positions typically need to feel respected, even when their manner is casual. And they can be very sensitive to signs that respect is lacking.

What Dara should have written—Seeing the situation through Melanie’s eyes would have led her to include the following:

• Who was at the meeting (total number, notables)

• Whom she spoke with and any relevant business exchange

• A nutshell account of the presentation, noting points relating to company interests

• Appreciation for the opportunity to attend

This content might be a bit heavy for an e-mail, so Dara could make the report an attachment (unless the recipient is attachment phobic, something necessary to know). The cover memo might read:

Melanie, here’s a report on the LJA meeting you asked me to attend. I enjoyed the opportunity to learn more about our industry and meet some new people. Let me know when you’d like me to do something like this again.—Dara

The report itself? She can now do a businesslike version that follows the content list. She can add a heading, her name, and use subheads for each section: Participants; Nutshell Panel Discussion; Relevant Points; Contacts Made.

What has Dara accomplished if she does it this way?

She’s shown her boss, and probably her boss’s boss, that she is interested in the business, able to make the most of an opportunity, able to communicate in writing, and able to represent the company well. She has shown that she is trustworthy, discerning, and a good candidate for more responsibility.

Can something as simple as writing a good report do all that? Absolutely.