Use blogs as a career tool for becoming super-connected

, , ,

One of the best ways to make a big leap in your career is to blog. Blogging allows you to create a high-quality network for yourself based, not on the old model of passing out business cards, but on a new model of passing out ideas. Contrary to popular opinion, blogging is not for college kids holed up in their dorm room posting photos of themselves. Blogging is so text-intensive — in terms of both reading and writing — that the amount of time required of a blogger makes it unattractive to college students. (Here’s a funny video about how time-consuming blogging is.)

However, to the curious and driven who are passionate about their careers, blogging is a great way to keep learning after college is over. So when you go to Google to search for blogs, most of those that come up will be from professionals who are using a blog to establish themselves as a thought leader in their field.

Most of the time you spend blogging will be reading other peoples’ blogs and linking to them and writing commentary on your own blog about what others in the blogosphere are talking about. It’s a constant course in your specialty and keeps you on the cutting edge. Moreover, the linking between blogs keeps you in touch with the other thought leaders in your industry, even if you do not know them personally.

One of the best things about blogging is that the benefits are huge, but the barrier to entry is very low. The software is free, and easy to use (try Blogger or WordPress) and it takes about 10 minutes to get started.

Minh Luong wanted a career in food writing, but found breaking into the industry was very tough. Instead of waiting to find an offline connection and nurture it and wait for the right opportunity and then make her move, Luong opted for taking more direct initiative to create the life she wants: She started blogging.

Almost immediately, her blog, Minnie Eat World, became a local Boston favorite, and the credibility she gained by blogging led to offline offers for work she would not have had access to had she not built a quick network for herself via blogging. The blog has replaced not only paying one’s dues, but also the network that comes from that.

The most efficient way to build a brand name for yourself is via blogging. Not just because blogging is so linked to one’s own ideas, but also because the tools for blogging encourage people to measure the reach of their personal brand. You can measure the number of people who are talking about you (via Technorati) and the number of people who are visiting you (via SiteMeter), and you can see who is telling their friends to read you (via Mint). But the commitment to a blog like this is intense — writing blog posts at least four days a week is a basic requirement, for example.

Harleen Kahlon recognized that while blogging is a great way to feel part of a smart, informed community, the time it takes to blog is often at odds with the time it takes professionals to manage the career they already have. So Kahlon founded Damsels in Success, which is a community for professional women that includes a group blog — a place where about 50 professional women are contributing to a blog that serves as a connector for all of them.

Many people are finding that group blogs provide both an outlet for ideas and a foundation for community, but the demands are much less than blogging on their own.

Another group blog that provides similar benefits is Employee Evolution. Led by the intrepid duo Ryan & Ryan, this blog provides a place for generation Y to spout about workplace issues to a wide audience without having to blog frequently enough to build that audience for themselves.

Another limitation of blogging is that you need to decide what sort of expertise you want to be known for before you start blogging. A blog needs a topic, and the only topics worth investing in are topics that are very meaningful to you. If you are not sure about a topic, you might just start blogging and find that you gravitate toward the topic that’s right for you.

But if that seems too disorganized to you, start by commenting on other peoples’ blogs. The bloggers are knowledgeable, committed, and passionate — just the kind of people you should add to your list of friends. Pick the bloggers you enjoy reading the most, and comment. Don’t just say, “great post.” Suggest an angle the blogger might not have seen, or present some information the blogger might have missed. Have a conversation with the blogger, because this is, after all, what building a network is all about: conversations.

Which brings us to Ben Casnocha, teenage entrepreneur and author of My Start-up Life. Ben blogs at ben.casnocha.com, and he has a loyal following of people who are fascinated by the thought process of someone who could launch a successful Internet-based company in sixth grade (check it out: Comcate.com). But Ben is doing something that is both in the realm of forward thinking and conventional thinking: He’s meeting people face to face. Ben took a tour of the United States meeting people each day who have become part of his electronic network.

Ben’s tour of the United States reminds us that each connection we make — either electronically or face to face — is just a starting point for something deeper. And he reminds us that for all the hoopla and fantasy building of the “new amazingly networked Web 2.0!”, it all comes down to good, old-fashioned connecting with people we want to hang out with.

/38 Comments

Learn public speaking that’s based in authenticity (and I just took this workshop myself)

, ,

I just spent two days at TAI Resources getting speaking coaching. I was pissy about it the whole week before. I decided I didn’t have time to go. I mean, two full days away from the kids costs about ten thousand dollars when you add up the babysitter and the Happy Meals and the ten trips to Target for toys.

I told myself that I should be doing book events, not going to coaching sessions. I told myself that there is no way I could learn enough to justify two days of not answering the onslaught of email I get from my blog.

But every day I would see the “cancel TAI” on my to do list, and I didn’t cancel. You can learn a lot about yourself by looking at the stuff you don’t do on your to do list. Deep down I know that if I want to have a life where my job is to connect with people then I have to devote time to learning to be a good at genuinely connecting with people. I need to make room in my schedule for my big-picture goals. And TAI teaches people to connect. So I went.

When I got there at 8:30 am the first day, I had residual pissiness. And I stayed at my mom’s apartment in New York City the night before. I used to be the type of person who could not get along with my mom long enough to spend the night at her apartment. But I decided I was too old for that, and now we get along. The price I pay is that I didn’t tell her no when she made us a big breakfast even though I said I didn’t have time.

So I was late for day one of my training. There were eight of us. We sat in a front row of chairs. Behind us was the professional peanut gallery of people who critique speeches.

Gifford, the facilitator, told us to write for ten minutes describing our best speaking experience. “If you finish early, just keep writing,” he said. “Just write anything.”

I was relieved. Great. I wrote for about six seconds about my best speaking experience and then I wrote stream of consciousness. A writer’s dream.

I don’t know how I could be so dense, but I didn’t realize that we’d have to use what we wrote as a speech. At first I thought I could quickly rewrite something before it was my turn to speak. But I was totally captivated by Gifford helping the speakers before me.

Each person who spoke was a little bit terrible, to be honest. I mean, we are talking about stuff that is not that interesting, and we don’t really even know who each other is. But Gifford found a way to make a small change in each person that totally transformed them into an engaging speaker. So it was fascinating to watch this happen.

He changed one person’s tone of voice by having him do ape calls to the audience. He changed someone’s body language by having him hold his hands behind his back. He changed someone’s eye contact by having him play catch with the audience while he spoke. You’d think each of these things would make a person look insane, but Gifford knew the perfect thing for someone to do to learn a new skill about connecting.

When it was my turn, I had nothing to do but read what I wrote. I described my favorite speaking experience: My stepmother’s funeral. (I know, funeral. I know. But let me tell you something, I really captivated the mourners.)

Then I stopped.

Gifford said, “Did you write any more?”

He has me read it, of course. So I stood there in front of the room reading my stream-of-consciousness stuff about how I don’t want to be in the room and I hate group activities and I wish I were blogging.

And this is what Gifford did. In a matter of minutes he showed me how to take my speech about how I don’t want to be learning to give a speech, and make it engaging. He showed me how if I admit to my feelings and say them honestly, and with integrity, people will actually like hearing the speech.

All this in the first hour of a two-day training course.

We spent a lot of those two days “learning to land”. Everyone in the room knew that we were supposed to look at the audience when we talk. But there are so many different ways to look at an audience. Most people look without connecting. They don’t actually talk with a person because landing your eyes on someone and really talking to them is really, really hard.

And the amazing thing is that you’d think that if you are talking with just one person then the rest of the audience feels left out. But in fact, the audience feels more connected to you if you are connecting with someone – anyone – in the audience. One of the most valuable things about this coaching is that you understand what people do as an audience member so that you are better able to read an audience.

My favorite part of the class is that the room was full of people who are high up in their organizations and respected by their peers, yet here they are doing things that are very difficult – like, giving a speech about an essentially boring topic and trying to make it meaningful by connecting with people. Everyone looks awkward learning something new. I liked that part about all of us becoming vulnerable together.

I am a much better speaker from this course. And, because the course focuses on authentic communication, I am better at talking with people one on one, too; I notice more often the times that I am talking with someone but not totally engaged.

But there’s one more thing I learned from this experience. We need to make time in our life for coaching. Mentoring is one of the big differentiators between the people who get what they want and the people who don’t. And coaching is mentoring on steroids – very specialized and very effective. This is why I have the Coachology feature on my blog, because coaching has made such a huge impact on my life, and I want to share it with you. It makes a huge difference. And even yours truly, Coachology girl, almost didn’t make time for the coaching. So focus on the big picture goals in your life, and get coaching to meet them faster and better than you could do on your own.

 

/14 Comments

Trying to keep young employees from quitting? It’s not about money.

, ,

When young people talk about wanting faster promotions or higher salaries, it’s a red herring. What young people really want at work is opportunity for personal growth, but they’re scared that you won’t be able to give that to them, so they ask for a promotion instead. The problem is that a title change and four percent raise are not going to matter much to the twentysomething who is not planning to climb your corporate ladder anyway.

What will matter? Here are some ideas to consider:

1. Offer good projects.
It’s not that young people won’t do bottom-rung work. They will. Every twenty-two year old understands that someone has to operate the copy machine. The important thing is that this should not be the whole job. One hour a day of getting coffee is fine if the rest of the day is spent writing feature articles for Vogue. Today the workplace is transactional. There are not long-term promises, there is, What can you do for me today? Tell the young worker what you need done, right now, and tell him or her what growth opportunity you will offer in exchange, right now. We all know that jobs are not long-term engagements anymore, so don’t make the promise of interesting work based on a long-term stay.

2. Flexible hours.
When managers institute a policy for measuring work completed rather than hours at the office, employee turnover decreases by more than 50%. Younger workers are the most indignant when it comes to being required to work 9-5 every day. So instituting flexible hours will have the most impact on this group of employees. Don’t be shy about countering a request for a raise with an offer for flexible work days. In poll after poll young workers say flexibility is more important in a job than money, and if you are in doubt that this applies to your own employees, use employee survey companies to find out.

3. Training.
The average salary increase is four percent. Even if it were double that, you are not going to change anyone’s life with that raise, and they know it. But training and building a new skill set can change someone’s career by opening new doors. So find out what sort of skills your employees are looking to build and help them with that education. Also, keep in mind that training doesn’t have to cost your company a cent. Young people place enormous value on mentoring. They want constant feedback. Offer structured, constant feedback in place of salary increases and promotions. If the mentoring is good, the lack of promotion won’t be a sticking point.

4. Intrapraneurship opportunities.
If you ask young people what their dream job is, most will say entrepreneurship. But most don’t have any idea what sort of company they might start. So, in the mean time, while they’re dreaming up company ideas, they need corporate jobs. You can endear yourself to your young employees by giving them intrapraneurship opportunities – these are startup situations within a larger company that give participants training for when they want to start their own company. You can also help a young person to engage in work by explaining why a given skill will be essential to their future as an entrepreneur. In one of the great ironies of the new generation, if you teach someone skills to run their own company, they are more likely to stay longer at your company.

5. Offer Office Perks
More than ever, younger employees are incentivized and motivated by their office environment. This includes positive relationships with fellow employees, feelings of teamwork and encouragement, and free snacks and beverages. Offering a modern break room with quality, healthy snacks and office coffee services, as well as facilitating positive team interactions are great ways to create a rewarding office environment.

I’m curious to hear from readers. In a workplace where people switch jobs all the time, what are other things that make you stay in a job?

/39 Comments

7 Tricks for negotiating in business situations

,

Your gender might matter most when it comes to negotiation — women just aren’t as good at it as men. Part of the reason for this is that women are more hesitant to ask. But to be fair, women who negotiate competitively are judged negatively, whereas men aren’t.

BATNA Thousand

Another factor that has a huge impact on your ability to negotiate is the power of your BATNA — or Best Alternative to a Negotiated Deal. William Ury, author of the negotiation bible “Getting to Yes,” says that the key to effective negotiation is learning how to read the core needs of each side. If you can estimate the BATNA of each party, then you’ll be clear on where you can push during the compromising stages.

I learned about Ury’s methods when my husband and I were in couples therapy. The therapist taught us to stop trying to change each others’ needs and to understand them instead. This is how we got better at accommodating each other in a way that didn’t crush us. And it was a great lesson in negotiating that went way beyond our marriage.

Meeting Expectations

Ury focuses on strategy — he teaches how to understand the big picture from both sides. But you also need to have some tactical plans. I learned mine from one of my former bosses. My strengths are management and coming up with ideas. One of the reasons I took a job with this guy was because I knew he had totally different skills from mine: He was a great dealmaker, especially in business meetings.

This boss gave me so much negotiating advice it could fill 50 columns. Here are seven of the most memorable tactics I learned from him:

1. Don’t attend a meeting without decision-makers.

If you can’t get the meeting organizers to tell you who’ll be making decisions about the items under discussion, tell them you’re sending an admin to the meeting in your place. When they complain, say, “Then why don’t we both send our decision-makers?”

2. Don’t take a meeting unless you know who’s attending.

If the person who scheduled the meeting won’t tell you who’s going to be there, call just before the meeting and say, “I’m calling to see if the meeting’s still on. Please give me a call.”

When my former boss did this and got a call back 10 minutes later saying that the meeting was on, he asked, “Great, who’s coming?”

3. Always have a scapegoat handy for hard questions.

This is a person who takes the first shot at an answer to tough questions.

When my boss and I went into a partnership meeting and they asked how we would handle billing to small businesses, I told them we’d do it by hand. After a half-minute of me going on, my boss came up with a more reasonable answer because I had bought him the time to think.

4. Treat your lawyer like your friend.

Of course, the company’s lawyer was my boss’s friend because he only hired his friends. But lawyers at top-tier firms are generally smart people who shunned a risky career path by going to law school and then straight into a big law firm.

Consequently, they can keep a meeting strategy in their head and help you think of the other company’s point of view. And while some people say lawyers are slow thinkers, I think this is an illusion created by hourly billing.

5. Inundate the other side with information.

When my boss and I met with venture capitalists, they fired off question after question. We began to be able to predict their questions and created bright, visual charts and diagrams to answer them.

This caused the VCs to slow down in order to look at the charts, which allowed us to finally say what we wanted to say.

6. Don’t fidget.

In the first meeting I had with my boss, he noticed that I dropped my pen eight times. A fidgeter doesn’t know she’s fidgeting because she’s too absorbed in the fidgeting.

Someone who’s relaxed and confident doesn’t look rigid, and definitely doesn’t fidget. Even if you can’t master this, at least look around the room to see who has: They’ll be the toughest negotiator.

7. Believe you’re good at negotiating.

If you think you’re bad, you’ll be bad. If you believe you’re smart and you do a lot of preparation, then there’s no reason not to think you’re good.

If you really, really don’t think you’re a good negotiator, go to work for someone like my ex-boss. When you’re surrounded by great dealmakers, some of it starts to rub off on you — that’s how it worked for me.

 

/6 Comments

Hold CEOs accountable for their bad parenting

, ,

Recently, Wellpoint dismissed its CFO, David Colby. Wellpoint cites personal reasons. The LA Times tells us that it’s the numerous mistresses he was leading supposedly exclusive relationships with. The problem here is not that executives cheat on their wives. They do it all the time. What we can take from the Wellpoint dismissal is that big companies value discretion when it comes to cheating on a wife. Three at once, and they’re all talking – that’s too much for a board to take.

But here’s the bottom line from all this corporate discipline hoopla: Senior executives must lead their personal lives in accordance with the values of corporate boards. Their personal life is no longer their own, according to Shelly Lazarus, CEO of Ogilvy & Mather.

Thank goodness these boards do not value fathering, or else there would be no one to run the Fortune 500. Because there appears to be little room for parenting if you’re at the very top.

Fortune magazine ran an article about Howard Stringer, CEO of Sony. He is married with two children and is quoted as saying at company meeting, “I don’t see my family much. My family is you.”

Fortune ran a profile of Jeff Immelt, chief executive of GE. Immelt said that he has been working 100-hour weeks for the last twenty years. He also said that he is married and they have an eighteen year-old-daughter.

I can’t decide which is more pathetic – the way these men approach their role as a parent, or the way that Fortune magazine writes about it without any commentary.

How can there be no mention of the fact that these CEOs are neglecting their kids?

We have a double standard in our society: If you are poor and you abandon your kids you are a bad parent. But if you are rich and you abandon them to run a company, you are profiled in Fortune magazine.

I now quote a government publication aimed at low-income fathers:

“All children need emotional and financial support from both parents. The campaign goal is to convey…the importance of family life and to encourage fathers – whether married, divorced or single – to become involved in their children’s lives… Responsible fathers are men who actively share with the mother in providing physical, emotional and intellectual needs for their child.”

This standard applies to Stringer and Immelt. Just because they’re rich doesn’t mean their kids don’t need to see them. How is Stringer providing emotional support to his children when he is telling his employees that he has replaced his family with his employees? And I question how someone can spend 100 hours a week working and still find time to actively share in parenting responsibilities.

Fortunately, respect for this sort of parenting outside the board room is dwindling as baby boomers disappear from the parenting picture and Gen-Xers take their place. Sylvia Hewlett presents research to show that while baby boomers are willing to work extreme hours, younger people scoff at the idea of doing that for more than a year. And recent polls (via Hole in the Fence) show that men are sick of the long hours and want more time with their kids: Almost 40% of working dads would take a pay cut to spend more time with their kids.

It’ll be a great day when CEOs are dismissed for neglecting their kids. Meanwhile, employees, beware: CEOs like Stringer and Immelt have a negative effect on your own ability to keep your personal life intact, because work-life policy starts at the top and trickles down.

When you are looking for a company to work for, look at the CEO. If you find out he’s having sex with four different women, you don’t have to worry – he’s about to be fired. But if he works insane hours, you can bet that you will be expected to do the same, on some level. And my gosh, if he refers to you as his family, run!

/59 Comments

Brazen Careerist blog makes its television debut

,

So, I went to Tampa, FL for two days. I met a bunch of great people at the book signing, and I did a couple television interviews about the book — one with Charley Belcher who is a very funny guy. The Tampa Tribune called my blog “smart and insightful” and Fox News did a news segment about me blogging. The most interesting part of this program might be the fifty camera tricks it takes to make the actual act of blogging look visually interesting. Check out the Fox News segment here.

/27 Comments

Twentysomething: Problems with working at a big company

, , ,

By Ryan Healy — If there is an overarching impact my generation is already having on the corporate world, it is entrepreneurship. Roughly 80% of my friends and acquaintances plan to start their own business at some point. Both males and females, college grads and current students, everyone wants to run their own business, and many of us will.

However, it is not practical to assume that everyone will. In fact, I would bet that less than half of the aforementioned people will take the plunge into entrepreneurship. The economy needs both entrepreneurs and employees to run successfully and let’s face it, not everyone is cut out for the risky, constantly changing life of an entrepreneur.

That said, I don’t think my friends will land at large companies, either. They’ll go to smaller ones. Here are three reasons why large companies will have an increasingly difficult time trying to recruit and retain their young talent.

1. Following the crowd is boring.
To me, there is something very unsatisfying about being one of many. This does not mean that I want to rebel or move to a remote village and drop out of society. This means that I know I am an individual and I know I can achieve what I set my mind to. Because of this, following the crowd and working in a large organization with hundreds or thousands of people doing the same tasks is very disheartening.

Ben Casnocha, the best example of a young entrepreneur I can think of, sums it up best in his book, My Start Up Life. He says, “I don’t want to be normal, I want to be something else.” Simple, straight forward and to the point, this quote sums up how young, ambitious people think. These days, it’s all about going above and beyond “the crowd.” And where do you follow the crowd more than in a massive organization?

2. Bureaucracy is a waste of time.
During one of my far-too-common discussions with a friend about paychecks, raises and the corporate BS involved with them, my friend said, “I’m going to start looking for another job that pays more money. I can’t ask for a raise –I don’t even know who to ask!”

If you have a boss who reports to a boss, who reports to another boss etc. it is going to take weeks or months to get your request to the right people. And who exactly are these right people anyway? Many people I know have multiple supervisors. Which one do you ask?

I guess my friend could go to the HR department with the request, but the chances of the HR folks knowing his job responsibilities or knowing which manager to contact about the request are slim. When HR finally figures all of this out, my friend would have missed out on three or four paychecks that could have been paid at the higher rate.

So it’s not hard to understand why he is about to begin interviewing with other, smaller companies.

3. I can be a CEO and an intern at the same time.
Because of the hierarchical structures that nearly all organizations adhere to, big decisions and big-picture work happen at the top of the food chain. Smaller organizations can be much less rigid and more lenient then large organizations because of the high visibility across the organization. Even if a young person isn’t able to make the huge decision, at least they know the person who did. And they can decide if they trust the decision-maker to lead the company in the right direction.

It’s ironic that I am barely a step above an intern at my corporate job, but one could argue that I am the CEO of Employee Evolution. During the day I often perform low-level intern-type tasks, but at night I have meetings with entrepreneurs and authors, record podcasts for the Wall Street Journal and discuss my vision for the future of Employee Evolution with my web designer. It’s not hard to see why 9 to 5 at a big company probably isn’t the quickest way to the top.

Ryan Healy’s blog is Employee Evolution.

/26 Comments

How to negotiate when you have nothing to leverage

,

You probably know by now that while I go by the name Penelope today, it didn’t start out as my real name. It was a pen name. My editor at Time Warner gave it to me, and the first time I saw it was in a contract. It looked like a good place to start negotiating.

But when asked about writing under a different name my editor said, “When you’re Dominick Dunne you can negotiate with Time Warner.”

And herein lays the problem with most negotiations. You are in a great position if you have something to leverage, like, another person willing to give you the same type of deal. This is called your BATNA (best alternative to negotiated agreement). But in most cases, one party has an especially terrible BATNA. In the case of me and Time Warner, if I said no to them, they would have ten million people who would love to write a column for them. If they said no to me, I would not have a column.

Yet most advice about negotiating assumes you have a good BATNA. In an interview I did with William Ury, the author of my favorite negotiation book, Getting to Yes, he said that negotiation is all about knowing your BATNA and knowing the other party’s BATNA and then helping both of you to get what you want.

If you think about negotiating from this vantage point, then you can understand why job hopping is okay in today’s market: the BATNA for young people is stronger than the BATNA for hiring managers. Hiring managers are scrambling to hire young people and the young people are quitting faster than human resources can replace them. Meanwhile, the alternatives for young people are increasing – they can live at their parents’ house, they can start their own company, and they can travel. All great alternatives to getting a job at a company.

That said, sooner or later each of us finds ourselves in a situation where we have a really lousy BATNA. I find myself in this position a lot, as a writer. For example, a very large syndicate asked me to write for them. It would have meant having my column run in 400 newspapers at a time when I had about ten newspapers. I sent the contract to my lawyer, thinking he’d just take a quick look and say yes. But he told me that there was a clause that made me essentially unable to write for anyone else. Ever. We tried negotiating and they wouldn’t budge. Of course they wouldn’t. Millions of people want to write a syndicated column. So I had to say no. It was a very hard decision. In hindsight I am thankful for that lawyer, but for years after that, every time I found myself struggling, I worried that I did the wrong thing with the syndicate.

When Yahoo offered me the chance to write for them, they gave me a difficult contract. I gave it to the lawyer and the lawyer was very frank: It’s not a great contract, but it’s a great opportunity, and you should take it. So we talked about some things I could try asking for that would not be that hard for Yahoo to give on, just to be nice. I gave Yahoo a short list, they picked a few things, and I signed.

So what have I learned from all this? If one person has a great BATNA and the other has a terrible one, it’s not really negotiations; it’s trying to get a little something extra. It’s asking for a favor. If you approach negotiations from this perspective then you are much more likely to get a little bit of what you want.

Figure out where your counterpart might be willing to give a little. Even if your BATNA clearly stinks, most people you negotiate with will be willing to give a little just to create some good will for the working relationship you are establishing.

So you can read all the negotiation advice in the world, but if you have a terrible BATNA, what you really need is advice about how to ask for a favor. And, ironically, the advice for asking for a favor is the same advice for negotiating: Know what is most important and least important to both parties.

/14 Comments

Reminder: I’m in Tampa today

,

I hope I’ll get to meet a bunch of you tonight, at 6pm.

Inkwood Books
216 South Armenia Avenue
Tampa, FL 33609-3310
(813) 253-2638

/6 Comments

How to get a six-figure book deal from your blog

, ,

I’m going to tell you how to get a six-figure book deal from your blog. People ask me this question all the time, and I have been a little hesitant to give people advice because I had only sold one book, and maybe it was luck, because it’s hard to know how to do anything from just doing it once. But now I feel like I know a bit because I just got my second book contract, based on my blog.

Here are ten tips for getting a book deal of your own that is based on that blog you’ve been writing.

1. Solve a problem.
Non-fiction books define a problem and offer a solution. This is what makes the consumer buy the book. A blog can be a fun rant. A book needs to be more than that.

Do the “how to be” test. Can you say, “My blog is about how to ….” And finish the sentence? You need to be able to do that to turn your blog into a nonfiction book.

For my book, I said I’m solving the problem that most career advice books are irrelevant to the current market. I did a they say/I say section. For example, they say report sexual harassment/I say don’t. They say don’t lie on your resume/ I say be practical.

2. Have a big idea.
A blog is a big pile of small ideas adding up to a community of people talking about those ideas. A book needs to be more than that. A book needs to add up to a big idea. You get your advance based on how big the idea is. One of the hardest lessons for me was that I thought I would just put a bunch of posts together in to a book. But my editor rejected that when I turned it in. The posts need to be organized in a way that builds up into bigger ideas (chapters) into a big, grand idea (the book).

Aside from Seth Godin, who is an industry unto himself (mostly as a public speaker), there is no record of printing out a blog and having a six-figure-worthy book.

3. If you’re in a niche, make it a big one.
Editors don’t like to buy a book that is in a field where no other books exist. In the blogosphere, if no one is blogging about your topic, it’s probably because you’re in a very small niche. Niches are fine for blogs, but not for six-figure book contracts.

Also, ask yourself if you are solving a problem for a mass market or a niche market. If you’re in a niche, you need to expand your reach by choosing topics for a more broad audience.

4. Have a big audience, but say they are old rather than young if you want a lot of money.
Most blog readers are young and most book buyers are old. Therefore, books that are geared exclusively toward young people often come out as paperback originals, which don’t get huge advances. Figure out how to sell your broader portion of the population.

5. Have a lot of blogger friends to promote the book, but talk mostly about USA Today.
It’s true that a few books, like The No Asshole Rule and The 4-Hour Work Week, got to the top because of initial support from bloggers. But publishers aren’t making bets that they can tell which books this will happen with next time. So you need to tell the book publishers that you can get a lot of attention from conventional media outlets. Editors are more comfortable with traditional media. After all, that’s what book publishing is.

6. Follow conventions.
Most of the non-blog world sees bloggers as the Wild West, at best, and a freak show at worst. The publishing industry is wary of being able to translate bloggers into authors, and there have been a lot of high profile flops. So make your writing look like the kind of writing that agents and editors are used to dealing with. This means not only very high quality writing samples (which will probably be blog posts). But you also need to follow the conventions for writing a killer proposal.

7. Find someone to model yourself after.
I am not the only person to get a book contract from a blog. Here are some others: Gina Trapani at Lifehacker, Shauna James at Gluten-Free Girl, and Joe Bageant. When you were in sixth grade, you read five paragraph essays in order to figure out how to write one. When you started blogging, you read other peoples’ blogs to figure out how you wanted to do your own. Now you should read books by bloggers in order to figure out how to package your own blog into a book.

8. Put your blog in the marketing section of your proposal.
A book proposal is about the idea, and who you are and how you’re going to sell the book. If you have a large blog readership, you can say that in the marketing section. You can’t say they’ll all buy the book. If that were true, Gina Trapani would have the one of the biggest selling books ever. But you can say that the blog will provide a lot of buzz and a lot of customers.

9. Trust that agents know a good proposal when they see one, but try again if you get a bad response.
Here’s how I got my agent: I bought The Writer’s Market and picked out five agents. Here was my criterion: I only chose agents who said they weren’t accepting new clients, because I wanted someone who was established and doing well. And I picked people whose last names started with letters at the end of the alphabet because I thought other people who pick agents randomly probably start at the beginning, so people at the end must not get as much mail.

This experience makes me trust the agenting system. It’s not hard to tell the big agents – look at the books they represent. Send your proposal to agents who represent books like yours. If no one likes your proposal, admit that your idea is flawed. Figure out why, fix the problems, and try again with another proposal.

10. Use blog comments to train yourself for rejection.
If there is any way to prepare for the constant rejection from the publishing industry, it’s by answering the negative commenters on your blog. Respond in an even-handed, respectful way. This is how you’ll have to respond to agents and editors who try to poke holes in your proposal. For example, I wrote eleven proposals that my agent said no to before she sold my most recent one.

That’s a lot of work. But, to be honest, it’s not as much work as posting to a blog five days a week.

 

This is cross-posted at ProBlogger. Which, by the way, is the online resource that has been the most helpful to me over the past year as I have been figuring out the blogging world. ProBlogger has great answers to a very wide range of how-to-blog questions.

/36 Comments