Business CommunicationDeveloping Leaders for a Networked.docx

Business Communication
Developing Leaders for a Networked World
Third Edition
Peter W. Cardon
University of Southern California
car94518_fm_i-xxviii.indd 1 13/12/16 3:36 pm
BUSINESS COMMUNICATION: DEVELOPING LEADERS
FOR A NETWORKED WORLD, THIRD EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York,
NY 10121. Copyright © 2018 by McGraw-Hill
Education. All rights reserved. Printed in the United States of
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To my daughters: Camilla Jean and Audrey Mei. Your Mom and
I love
spending every day with you. You make me the happiest Dad in
the world!
—Peter W. Cardon
Dedication
iv
About the Author
Peter W. Cardon, MBA, PhD, is a professor in the
Department of Business Communication at the Univer-
sity of Southern California. He also serves as Academic
Director for the MBA for Professionals and Managers

program. He teaches a variety of courses in the MBA
and undergraduate business programs, including man-
agement communication, intercultural communication,
and new media and communication. With approximately
50 refereed articles, Pete is an active contributor to the
latest research in intercultural communication, social net-
working, team collaboration, and leadership communica-
tion. He is proud to engage in a discipline that helps so
many business professionals and students reach career
and personal goals.
Pete is an active member of the Association for Busi-
ness Communication (ABC). He previously served as the
president of ABC. He currently serves as an Editorial Re-
view Board member for the International Journal of Busi-
ness Communication (IJBC) and Business and Professional
Communication Quarterly (BPCQ).
Prior to joining higher education, Pete worked as a
marketing director at an international tourism company that
focused on the markets
of Brazil, South Korea, Japan, and Taiwan. Before that position,
he was an account
manager in a manufacturing company.
Pete is a strong advocate of global business ties. Having worked
in China for
three years and consulted in and traveled to nearly 50 countries,
he has worked
extensively with clients, customers, colleagues, and other
partners across the world.
To help students develop global leadership skills, he has led
student groups on com-
pany tours and humanitarian projects to mainland China, Hong
Kong, Macao, Taiwan,
South Korea, Mexico, and the Dominican Republic.

Courtesy of Peter Cardon
v
Part 1 Introduction to Business Communication
1 Establishing Credibility 2
Part 2 Principles of Interpersonal Communication
2 Interpersonal Communication and Emotional Intelligence 26
3 Team Communication and Di"cult Conversations 70
4 Communicating across Cultures 100
Part 3 Principles for Business Messages
5 Creating E#ective Business Messages 138
6 Improving Readability with Style and Design 168
7 Email and Other Traditional Tools for Business
Communication 200
8 Social Media for Business Communication 230
Part 4 Types of Business Messages
9 Routine Business Messages 268
10 Persuasive Messages 296
11 Bad-News Messages 334
Part 5 Reports and Presentations
12 Research and Business Proposals and Planning for Business
Reports 368
13 Completing Business Proposals and Business Reports 404
14 Planning Presentations 444
15 Delivering Presentations 474

16 Employment Communications 496
Appendixes
Appendix A Punctuation, Number Usage, and Grammar 542
Appendix B Formatting for Letters and Memos 561
Index 565
Bonus Content
Available only at www.mcgrawhillcreate.com/cardon or in the
e-book within
McGraw-Hill Connect®.
Bonus Chapter Crisis Communications and Public Relations
Messages BC-1
Bonus Appendix Creating Proposals and Business Plans BA-1
Brief Contents
vi
Credibility
Since professional success depends on managing and working
within professional
relationships, this textbook uses credibility or trust as a central
principle throughout.
Principles of relationship-building such as personal credibility,
emotional intelligence,
and listening hold a prominent role throughout the book. This
product begins with a
discussion of credibility and refers to it throughout the book
E!ective Writing Builds Relationships
Effective writing in the workplace is essential to building

connections and a professional
brand. Cardon’s three-stage writing process drives excellence in
critical thinking,
collaboration, and productivity in work relationships. With
more examples of internal
messages, Cardon develops the skills used early in a career.
Enhanced Coverage of Technology
This book adopts a more visionary and reliable view of the
communication technologies
of tomorrow. While nearly all textbooks refer to use of social
media, they focus on a thin
slice of social media activities that involve marketing and
customer relations. This book,
by contrast, takes a larger view of social media use that
includes team communication
and communication with external partners. It prepares students
for communication in the
evolving workplace that involves truly networked
communication. Cardon also addresses
the need for students to develop an online professional persona
that builds personal
credibility.
Developing Leaders for a Networked World
Welcome to the third edition of Business Communication. This
learning pro-
gram develops leaders for a networked world. Through the
author’s practitioner
and case-based approach, students are more likely to read and
reflect on the
text. They are better positioned to understand why credibility is
essential to
efficient and effective business communication in today’s
rapidly changing

business communication environment. Cardon’s integrated
solution, including
the results-driven technology and content, provides a
contemporary yet tradi-
tional view into the business communication field, allowing
instructors to teach
bedrock communication principles while also staying up to date
with cultural
and technological changes. Students are empowered to build
strong relation-
ships through effective writing, master foundation concepts, and
practice their
communication skills anytime and anywhere—transforming
them into leaders
for a networked world.
The content of this textbook is organized around the traditional
business
communication topics such as routine messages, persuasive
messages, bad-
news messages, reports, and presentations. Beyond the basics, it
adds unique
and modern topics that instructors want and need in their
courses.
vii
Business Focus
The business case–based approach allows students to learn how
communications can
build rich and productive relationships between professionals.
Each chapter opens with a
short business case and, unlike any other product on the market,
weaves examples from

the case throughout the chapter and into the model documents,
engaging readers in the
story behind each business message.
Forward-Looking Vision Built on Tradition
The book stays true to core business communication principles
established over
many decades. Yet it also goes beyond traditional coverage by
its inclusion of
the latest communication practices facilitated by communication
technologies
and its enhanced coverage of increasingly important business
communication topics
such as:
Interpersonal communication (Chapters 2, 3, and 4), social
media and technology
(Chapters 7 and 8), crisis communication and public relations
(Bonus Chapter),
oral communication (throughout the book), and business plans
and business
proposals (Bonus Appendix).
Why Does This Matter?
Each chapter begins with a section that states the compelling
reasons the content is
crucial to career success. These first few paragraphs are
intended to gain buy-in among
students. A QR code located at the beginning of these sections
allows students to view
a short video clip of the author reinforcing this message.
Chapter Takeaways
The chapter takeaway is provided in a visual format. With
graphics and lists, it quickly
engages students with key chapter content and serves as a

reference for applying the
principles to their oral and written communication.
Learning Exercises
Each chapter contains a multitude of engaging learning
exercises. These exercises
are organized into discussion exercises, evaluation exercises,
application exercises,
and language and mechanics check to help students develop
expertise in business
communication.
Required=Results
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Connect Insight is Connect’s new one-of-a-
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for both instructors and students—that

provides at-a-glance information regarding
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is easily visible for aggregate or individual results, Connect
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Connect require it; instructor
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and instructors flexible and convenient, anytime–anywhere
access to all components of the Connect platform.
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Using Connect improves retention
rates by 19.8%, passing rates by
12.7%, and exam scores by 9.1%.

SmartBook®
Proven to help students improve grades and
study more efficiently, SmartBook contains the
same content within the print book, but actively
tailors that content to the needs of the individual.
SmartBook’s adaptive technology provides precise,
personalized instruction on what the student
should do next, guiding the student to master
and remember key concepts, targeting gaps in
knowledge and offering customized feedback,
and driving the student toward comprehension
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Presentation Capture
Skill practice inside and outside the classroom. Presentation
Capture gives instructors the
ability to evaluate presentations and students the freedom to
practice their presentation skills
anytime and anywhere. With its fully customizable rubrics,
instructors can measure students’
uploaded presentations against course outcome and give
students specific feedback on where
improvement is needed.
Application Exercises
Each chapter contains exercises that allow students to
" Apply concepts to real-world video cases.
" Analyze a case and apply chapter concepts.
" Quiz knowledge on grammar and usage.
" Demonstrate problem-solving skills through complex
examples and diagrams.
" Assess student’s values, skills, and interests via self-
assessments.
" Demonstrate knowledge about business models and processes.
Students receive immediate feedback and can track their
progress in their own report. Detailed
results let instructors see at a glance how each student performs
and easily track the progress of
every student in their course.
Grammar and Mechanics
Application
LearnSmart Achieve

Put responsible writing into practice. LearnSmart Achieve
develops and improves editing and
business writing skills. This adaptive learning system helps
students learn faster, study more
efficiently, and retain more knowledge for greater success. Visit
bit.ly/meetLSAchieve for a
walkthrough.
Grammar Quizzes
Students may not think grammar and mechanics are the most
exciting topics, but they need
to master the basics. Our grammar quizzes within Connect
assess students’ grammar and
mechanics. With a total of 150 auto-graded questions, these are
great to use as pre- and post-
tests in your courses.
The third edition of Business Communication: Developing
Leaders for a Networked
World continues to provide results-driven, technology-focused,
case-based, and
forward-looking content to help business students develop
professional credibility for
the workplace of tomorrow.
In an increasingly networked world, students will need better
interpersonal skills than
ever before; they will need better team skills than ever before;
they will need better
writing skills, especially adapted to new technologies; and they
will need stronger
presentation skills. This third edition contains the following
changes to help students

succeed:
Chapter 1 (Credibility)
! The FAIR model of ethical business communication has been
expanded with more
clarification in text, a current example in the business world
(Apple), and several
end-of-chapter exercises.
! The caring section now includes content about givers and
takers. This is based on Adam
Grant’s work, which has received significant attention in
academic circles and business
popular press during the past few years.
Chapters 2 and 3 (Interpersonal and Team Communication)
! Additional content about a giver-versus-taker mentality is
included in the emotional
intelligence section.
! A section on short-term teams and quick trust is added to help
student teams perform
better.
! Personality differences (based on the motivational values
model) are included in sections
about team dynamics and team effectiveness.
! A getting-to-know-you exercise is added to help student
teams learn about each other
and function more effectively in teams.
Chapter 4 (Intercultural Communication)
! A section on generational differences is added with related
end-of-chapter exercises.

! A section on gender differences is added with related end-of-
chapter exercises.
Chapters 5 and 6 (The Writing Process)
! The AIM planning model has been visually updated to make
the concepts of audience,
information, and message more recognizable throughout the
book.
! The examples are updated, and additional end-of-chapter
exercises are provided.
Chapters 7 and 8 (Technology and Communication)
! The sections on instant messaging and phone conversations
are updated.
! The sections on social collaboration tools are updated and
expanded.
! A new section about using social tools for learning and
developing professional
expertise is added.
! The section about managing an online professional reputation
is expanded with an
additional focus on LinkedIn.
Keeping Up with What’s New
xi
xii

Chapters 9, 10, and 11 (Business Messages: Routine,
Persuasive, and Bad-News
Messages)
! Examples of all types of messages are updated.
! Additional exercises are added at the end of each chapter,
including a new case for
each chapter.
Chapters 12 and 13 (Business Reports and Proposals)
! Examples of reports are revised and updated.
! Additional exercises are added at the end of each chapter,
including a new case.
Chapters 14 and 15 (Presentations)
! Examples are updated in each chapter.
! Additional exercises are added, including a new case.
Chapter 16 (Employment Communication)
! A new section about using LinkedIn strategically is provided.
! Examples of résumés are updated.
! Additional exercises are added, including a new case.
xiii
Nicky Adams, University of Dayton
Angel Alexander, Piedmont Technical
College
Kathryn Archard, University of
Massachusetts–Boston
Traci L. Austin, Sam Houston State

University
Melissa Bakeman-Daly, California State
University–San Bernardino
Fiona Barnes, University of Florida
Judith Haywood Bello, Lander University
Linda Blake Walsh, University of
Tennessee
Yvonne Block, College of Lake County
Julie E. Boto, Liberty University
Pamela Bourjaily, University of Iowa
Shanti Bruce, Nova Southeastern
University
Suzanne Buck, University of Houston
Debra D. Burleson, Baylor University
Dana Burton, The University of Alabama in
Huntsville
Kevin Michael Caporicci, University of
Southern California
Maria Colman, University of Southern
California
Debbie Cook, Utah State University
Jan Robin Costello, Georgia State
University
C. Brad Cox, Midlands Technical College
Jeanne Craig, Indiana Wesleyan
University
Brittany T. Cuenin, Lander University
Andrea Deacon, University of Wisconsin–
Stout
Nicole Dilts, Angelo State University
Lucía Durá, The University of Texas at El
Paso
Sandra Ehrlich-Mathiesen, University of
Alaska–Anchorage
Donna R. Everett, Morehead State

University
Stevina Evuleocha, California State
University–East Bay
Jodie Ferise, University of Indianapolis
Melissa Gavin, University of Wisconsin–
Platteville
Kenneth Green, University of South
Dakota
Susan Hall Webb, University of West
Georgia
Jeanette Heidewald, Indiana University–
Bloomington
Nancy Hicks, Central Michigan
University
Melanie A. Hicks, Liberty University
Dini M. Homsey, University of Central
Oklahoma
Christina Iluzada, Baylor University
William T. Jones, State University of New
York at Canton
Erin Kilbride-Vincent, Indiana University
Erin Kramer, Owens Community College
Robert Lambdin, University of South
Carolina–Columbia
Dr. Janet L. Lear, University of Nebraska at
Kearney
Joyce Lopez, Missouri State University
Becky Mahr, Western Illinois University
Molly Mayer, University of Cincinnati
Appreciation
Thank you to all the reviewers and other business
communication instructors who gave
advice for the third edition. I’ve made dozens of changes and
updates to meet the needs of

today’s business students based on the recommendations of
these reviewers and advisory
board members. Each of these instructors is at the forefront of
best practices in business
communication. Again, I express my appreciation for their
advice and time to help
improve this learning program. A special thank you to Jennifer
Loney and Suzanne Buck
for their ongoing support.
Reviewers and Advisory Board Members Supporting
Development of the Third Edition
xiv
Dr. John Meis, Thomas University
Elizabeth Metzger, University of South
Florida
Annie Laurie I. Meyers, Northampton
Community College
Karl Mitchell, Queens College–CUNY
Gregory H. Morin, University of Nebraska–
Omaha
Farrokh Moshiri, California State
University, Fullerton
Bill Moylan, Shidler College of Business,
University of Hawaii–Manoa
Chynette Nealy, University of Houston
Downtown
Christina Anne Nelson, Indiana
University–Purdue University Indianapolis
Cathy Onion, Western Illinois University

Iswari P. Pandey, California State
University–Northridge
Audrey Parajon, Wilmington University
Michael Pennell, University of Kentucky
Melinda Phillabaum, Indiana University–
Purdue University Indianapolis
Anita Satterlee, Liberty University
Allyson D. Saunders, Weber State
University
Steven Sedky, Santa Monica College
Stephen Soucy, Santa Monica College
Kathleen Standen, Fullerton College
Cecil V. Tarrant III, Western Illinois
University
Elvira Teller, California State
University–Dominguez Hills
Erik Timmerman, University of Wisconsin–
Milwaukee
Anne Tippett, Monroe Community College
Elizabeth Tomlinson, West Virginia
University
Angelika L. Walker, University of Nebraska
at Omaha
Carol Watson, Indiana University–
Bloomington
Leigh Ann Whittle, Elon University/Liberty
University
Elisabeth C. Wicker, Bossier Parish
Community College
Donald J. Wood, Winston-Salem State
University
Kevin Michael Caporicci, University of
Southern California
Marilyn Chalupa, Ball State University

Maria Colman, University of Southern
California
Jennifer D’Alessandro, Niagara County
Community College
Debra Gosh, Cleveland State University
Mary Groves, University of Nevada,
Reno
Bloomington
Jo Mackiewicz, Iowa State University
Marla Mahar, Oklahoma State University–
Stillwater
Becky Mahr, Western Illinois University
Lisa O’Laughlin, Delta College
Anita Satterlee, Liberty University
Steven Sedky, Santa Monica College
Stephen Soucy, Santa Monica College
Erik Timmerman, University of Wisconsin–
Milwaukee
Emil Towner, Saint Cloud State University
Doris Wright, Troy University
Event Participants Supporting Development of
the Third Edition
Reviewers and Event Participants Supporting
the Development of Previous Editions
I extend my deepest thanks to the many business leaders and
professionals, business
communication scholars and instructors, and colleagues and
friends who have contributed
their valuable ideas. I especially appreciate the efforts of
reviewers and other colleagues

xv
Angel Alexander, Piedmont Technical
College
Melody Alexander, Ball State University
Laura L. Alderson, University of Memphis
Dianne Anderson, Texas Tech University
Delia Anderson-Osteen, Texas Tech
University
Kathryn Archard, University of
Massachusetts–Boston
Eve Ash, Oklahoma State University–
Stillwater
Carolyn Ashe, University of Houston–
Downtown
Beverly Augustine, Elgin Community
College
Kathie Bahnson, Boise State University
Lisa Bailey, University of South Carolina
Melissa Bakeman, California State
University–San Bernardino
Rod Barker, Mount Hood Community
College
Mary Barton, California State University–
Chico
Jim Beard, University of Arkansas–Fort
Smith
Roxanne Bengelink, Kalamazoo Valley
Community College
Cynthia Bennett, Albany State University
Magdalena Berry, Missouri State
University
Shavawn Berry, Arizona State University

Danielle Blesi, Hudson Valley Community
College
Erin Blocher, University of Missouri–
Kansas City
Yvonne Block, College of Lake County
Pamela Bourjaily, University of Iowa
Mary Bowers, Northern Arizona University
Sandy Braathen, University of North
Dakota
Sheryl Broedel, University of North Dakota
Paula E. Brown, Northern Illinois
University
Shanti Bruce, Nova Southeastern
University
Suzanne Buck, University of Houston
Michael Buckman, University of Texas at
Arlington
Debra Burleson, Baylor University
Amy Burton, Northwest Vista College
Cheryl Byrne, Washtenaw Community
College
Kim Campbell, Sydow University of
Alabama
Donna Carlon, University of Central
Oklahoma
Deborah Casanova, California State
University–Dominguez Hills
Marilyn Chalupa, Ball State University
Barbie Chambers, Texas Tech University
Elizabeth Christensen, Sinclair Community
College
G. Jay Christensen, California State
Miriam Coleman, Western Michigan
University

Anthony M. Corte, University of Illinois at
Chicago
David Covington, North Carolina State
University
Barbara Cox, Saddleback College
Rosemarie Cramer, Community College of
Baltimore
Tena Crews, University of South Carolina
Michelle Dawson, Missouri Southern State
University
Andrea Deacon, University of Wisconsin–
Stout
Sandra Dean, Jacksonville University
Patrick Delana, Boise State University
Linda Didesidero, University of Maryland–
University College
Nicole Dilts, Angelo State University
Jack Doo, California State University
Heidi Eaton, Elgin Community College
Sandra G Ehrlich, University of Alaska–
Anchorage
Daniel Emery, University of Oklahoma
Joyce Anne Ezrow, Arundel Community
College
who reviewed iterations of the previous editions of this product.
With each round of
reviews, reviewers provided excellent and influential feedback
to improve and refine the
content. Thank you to each of the following experts in the
business communication field
who have contributed to the development of this learning
program!

xvi
Anne Finestone, Santa Monica College
Melissa Fish, American River College
Kathe Kenny Fradkin, Portland State
University
Marla Fowler, Albany Technical College
Heidi Fuller, American River College
Jan Gabel-Goes, Western Michigan
University
David Gadish, California State University
Anthony Gatling, University of Nevada–
Las Vegas
Jorge Gaytan, North Carolina A&T State
University
Robert Goldberg, Prince George’s
Community College
Connie Golden, Lakeland Community
College
Terri Gonzales-Kreisman, Delgado
Community College
Douglas Gray, Columbus State Community
College
Germaine Gray, Texas Southern
University
Diana J Green, Weber State University
Mary Groves, University of Nevada–Reno
Kari Guedea, Edmonds Community
College
Elizabeth Guerrero, Texas State
University
Karen Gulbrandsen, University of
Massachusetts–Dartmouth
Lynda Haas, University of California–Irvine

Frances Hale, Columbus State Community
College
Susan E. Hall, University of West Georgia
Melissa Hancock, Texas Tech University
Patricia L. Hanna-Garlitz, Bowling Green
State University
Bloomington
K. Virginia Hemby, Middle Tennessee
State University
Ronda G. Henderson, Middle Tennessee
State University
Candy Henry, Westmoreland County
Community College
Kathy Hill, Sam Houston State University
Dini Homsey, University of Central
Oklahoma
Matthew Houseworth, University of
Central Missouri
Sally Humphries, Georgia College & State
University
Sandie Idziak, The University of Texas at
Arlington
Sandra Jackson, California State
Jack Janosik, Cleveland State University
Elaine Jansky, Northwest Vista College
Norma Johansen, Scottsdale Community
College
Kenneth E. Jones Jr., Northeastern State
University–Broken Arrow
Susan M. Jones, Utah State University
Marguerite P. Joyce, Belhaven University
Brian Keliher, Grossmont College
Kayla Kelly, Tarleton State University

Stephanie Kelly, North Carolina A&T State
University
Beth Kilbane, Lorain County Community
College
Mary Catherine Kiliany, Robert Morris
University
Stephen Kirk, East Carolina University
Jack Kleban, Barry University, Miami
Shores, Florida Atlantic University
Lisa Kleiman, Boise State University
David Koehler, DePaul University
Erin Kramer, Owens Community College
Melinda G. Kramer, Prince George’s
Community College
Gary Lacefield, University of Texas at
Arlington
Linda LaMarca, Tarleton State University
Robert Lambdin, University of South
Carolina
Elizabeth A. Lariviere, University of …
Strategic Business Writing 5e
Strategic Business Writing 5e
CLARK BARWICK, JEANETTE L.
HEIDEWALD, MICHAEL C. MORRONE,
AND JUDY STEINER-WILLIAMS

INDIANA UNIVERSITY PRESS
BLOOMINGTON
Strategic Business Writing 5e Copyright © 2018 by Trustees of
Indiana University. All
Rights Reserved.
Contents
Strategic Business Writing: Commit to Becoming a
Better Writer
1
Part I. Learn the Theory Behind Strategic Business
Writing
1. Use the Communication Model to Guide Your
Writing Strategy
9
2. Analyze Risk to Maximize Communication
Outcomes
14

3. Develop a Growth Mindset and Set Actionable
Goals to Improve Your Strategic Business Writing
Skills
17
4. Build the Strategic Business Writing Skills
Employers Value Most
19
5. Communicate Strategically Within a Crowded
Information Environment
24
Part II. Planning
6. Plan with Purpose, Audience, Content, and
Context
31
7. Plan, Draft, Revise 37
Part III. Purpose
8. Brainstorm, Narrow, and Articulate Your Working

Purpose Statement
43
9. Organize with Purpose 47
10. Revise for Audience and Context 51
11. Develop a Strong Purpose Statement 54
12. Focus Your Message with a Purpose Statement 55
13. Know the Benefits of Identifying Your Purpose 57
14. Determine Your Purpose 59
15. Understand Strategic Business Writing 60
Part IV. Audience
16. Identify Your Reader 67
17. Research Your Reader 69
18. Build a Relationship with Your Reader 71
19. Analyze Pronoun Choice and Overall Focus 75
20. Consider Secondary and Unintended Audiences 77
21. Write Your Audience-Centered Message 79
Part V. Tone
22. Apply Positive Tone Techniques to Internal and

External Messages
89
23. Emphasize Positive Tone with Additional
Strategies
92
24. Analyze the Impact of Positive Tone Wording 94
25. Consider the Tone for an Audience-Centered
Message
96
Part VI. Credible Content
26. Select Credible and Sufficient Evidence to
Persuade Your Reader
101
27. Use the Credible Content Checklist 106
28. Integrate Evidence into Your Organized Argument
to Best Meet Your Reader’s Needs, Add Credibility,
and Enhance Persuasion

108
29. Identify Your Reader’s Likely Assumptions 111
Part VII. Organization
30. Use the Indirect Approach for Persuasive
Documents
117
31. Apologize Cautiously 122
32. Delay the Purpose for Negative Messages 124
33. Consider the Indirect Approach for Negative and
Persuasive Messages
130
34. Follow the Direct Opening with Details and a
Goodwill Ending
132
35. Use the Direct Approach for Routine and Good
News Messages
139
Part VIII. Style Revision

36. Use the Document Revision Checklist 147
37. Structure Sentences for Concise and Precise
Business Style
149
38. Revise for Style to Connect Not to Impress 155
39. Revise for a Formal or Informal Business Style 158
40. Structure Paragraphs for Concise and Precise
Business Style and Meaningful Transitions
161
Part IX. Design
41. Follow the Document Format Used by Your
Employer or Industry
173
42. Combine Design Elements to Enhance Clarity,
Hierarchy, and Tone
181
43. Create Salience with Lists and Mechanical

Emphasis
184
44. Know How Readers View and Comprehend a
Document
188
45. Frame Words, Phrases, and Images 192
46. Position Content for Emphasis 197
47. Write Headings to Communicate Your Argument
and Organizational Logic
199
Part X. Visual Argument
48. View Deck Design on a Continuum: One Deck
Does Not Fit All
209
49. Use the Slide Deck Revision Checklist 214
50. Move from Storyline to Storyboard: Identify and
Align Necessary Content
215

51. Plan Your Visual Argument: Start with Your
Storyline
224
52. Use Visual Argument in Your Business Writing 228
Part XI. Complex Argument / Report Writing
53. Analyze Your Report’s Audience and Purpose 273
54. Analyze the Meaning of Your Evidence 275
55. Select the Best Report Type 284
56. Structure Your Argument with Claim + Evidence +
Source Paragraphs and Slides
293
57. Use the Complex Argument/Report Checklist 299
58. Organize Your Complex Argument into a Reader-
Centered Story
300
Part XII. Supplemental
59. Develop Successful Teams 307

60. Evaluate Meeting Guidelines 317
61. Write an Executive Summary 322
62. Prepare a Press Release 325
63. Eliminate Biased Language 328
64. Use Correct Grammar and Punctuation 330
65. Write Numbers, Fractions, and Quotes Correctly 346
66. Write Ethically and Persuasively About Statistics 349
67. Ask and Answer Questions Effectively 350
68. Refresh Your Presentation Skills 358
Author Bios 361
Search key terms of Strategic Business Writing 363
Strategic Business Writing:
Commit to Becoming a Better
Writer
Understanding strategic business writing will help you to set
actionable goals for your skill development to grow as a
thinker,
writer, speaker, teammate, and business professional.

As a strategic business writer, you will see communication as a
strategic process and learn to craft clear, concise, and
persuasive
messages by identifying and meeting the needs and values of
specific audiences in specific contexts. As a result, you will
build
stronger, more positive relationships fostered by effective
communication to drive your successful business career.
Key Values to Help Your Learning Experience
Your ability to enter into the learning process embracing several
key
values will facilitate your growth as a business writer:
• Learning—Strive to learn, applying both theory and practice
to
ensure you develop the most relevant skills and current best
practices for business communication.
• Achievement—Pursue the highest standards of excellence and
professionalism in your work to maximize your professional
growth and build your professional reputation.
• Collaboration—Promote a collaborative work environment to
draw on the unique strengths, skills, and insights of your

colleagues.
• Respecting Others—Treat everyone with respect and dignity as
you commit to the professional development of yourself and
others.
Strategic Business Writing: Commit
to Becoming a Better Writer | 1
By embracing these values you can help yourself become a
strategic
business writer and realize tangible benefits in your
professional
life. You will improve your critical thinking skills, develop an
efficient and effective writing processes, and write a range of
audience-centered professional documents—documents that will
enhance your business relationships and realize successful
communication results.
To ensure you develop your skills as you read Strategic
Business
Writing, you will work on a variety of real-world, often case-
based,
activities. Working individually and in teams, you will
demonstrate

your understanding of communication theories, strategies, and
best
practices and apply feedback from your professor, outside
professionals, and your own work teams. This
application/feedback
loop helps you develop and apply increasingly complex and
consistent knowledge about message planning, research,
persuasive
argument, revision, visual design, presentations, and working in
teams.
How to Read Strategic Business Writing
Strategic Business Writing was written with a focus on the
skills you
need to succeed in your future career. You will discover new
ways
to improve your writing.
Whether you are new to business writing or bring extensive
business writing experience, you can use Strategic Business
Writing
to achieve your skill development goals. As a new business
writer,
you can read sequentially through the text to develop a
comprehensive understanding of business writing, its guiding

principles, and specific strategies to write successful business
documents. As an experienced business writer, you can choose
the
specific topic areas you want to explore independently of the
rest
of the content.
As you read, take full advantage of the electronic-text
format of Strategic Business Writing:
2 | Strategic Business Writing: Commit to Becoming a Better
Writer
1. Focus on your own professional career and the skills you
need
to succeed.
2. Allow yourself time to process the information. You can
memorize lists and concepts, but developing your writing skills
requires internalizing those concepts as you think, practice,
analyze, get feedback, and practice more.
3. Stop to explore the examples and links. The additional
information will clarify concepts and provide additional
guidance as you grow your skill set.
4. Be curious and inquisitive. As you encounter interesting and
new concepts, meet the challenge the same way you will in

your professional career: take notes, discuss, ask questions,
and seek additional research.
Wherever you begin in your skill development, set the goal
to internalize the four key concepts of Strategic Business
Writing
as you read: audience, purpose, content, and context. You will
find
these concepts reiterated throughout the parts and chapters
of Strategic Business Writing and will apply these
concepts throughout your career to guide your professional and
persuasive communication.
Learn the Theory Behind Strategic Business Writing
Examine the ever-evolving, crowded environment of
information
and the reasons to learn impactful strategies and best practices
as
you become a strategic business writer.
The Writing Process: Planning
Learn the three-part writing process of planning, drafting, and
revising. A planning guide to help you with your own writing is
available for you to print.
Purpose

Learn the foundation of strategic business writing—knowing
your
message’s purpose, the top-level reasons you are writing to this
reader today.
Strategic Business Writing: Commit to Becoming a Better
Writer | 3
Audience
Analyze the importance of emphasizing the needs of your
audience (or reader) as you plan and revise—a helpful
complement
to the foundational purpose sections.
Tone
Practice altering the tone of your writing to become more reader
focused and positive.
Credible Content
Examine various sources of evidence and strategies to use
credible sources to strengthen arguments. Learn how to find and
cite persuasive evidence to support arguments.
Organization
Examine direct and indirect organization methods a savvy writer
can choose for many types of messages and audiences.

Style Revision
Learn to identify, measure, and revise wordiness to create a
professional and appealing writing style resulting in concise
paragraphs and sentences.
Design
Learn document design strategies, specifically for professional
letter, memo, and email formats, intended to increase focus,
readability, and persuasive appeal.
Visual Argument
Examine strategies to enhance your message’s impact through
the use of visuals driven by data.
Complex Argument / Report Writing
Learn about reports and methods to use to create and structure
more complex arguments.
Supplemental
Explore critical topics related to successful Strategic Business
Writing, including teams, meetings, special documents,
grammar
and punctuation, effective questions, and presentations.
4 | Strategic Business Writing: Commit to Becoming a Better
Writer

PART I
LEARN THE THEORY
BEHIND STRATEGIC
BUSINESS WRITING
In a recent National Association of Colleges and Employers
(NACE) student survey, fewer than 40% of college students
surveyed
listed communication skills as central to their professional
development. Meanwhile in a McKinsey survey of top U.S.
companies, two-thirds of employers lament that current college
graduates lack the writing and presentation skills necessary to
succeed on the job, including writing routine emails to
supervisors
and customers, analytical reports to important clients, or
PowerPoint decks for their work teams.
What can you learn in a business communication course that
enhances the skills you developed in your English classes and
Learn the Theory Behind Strategic
Business Writing | 5

college-level research courses? In Strategic Business Writing,
you
will learn business communication as a strategic action –
writing
dependent on audience, relationship, and context. You’ll learn
best
practices for planning, drafting, and revising documents quickly
– to save you time – with an emphasis on organization, tone,
conciseness, formatting, and perfect proofreading – to preserve
your reputation and enhance your persuasive abilities.
Know the risks of ignoring strategy in Business Communication
Before developing business messages for specific readers,
consider
the low, medium, and severe risks of poor planning, writing,
and
revision:
• Low Risk: Poor business communication can at a minimum
cost you and your reader valuable time. In business, we seek to
manage our limited resources effectively – our resources of
people, time, money, and reputation. Poorly planned and
written messages can lead to the waste of valuable resources
as readers struggle to understand writer-centered,

disorganized, wordy, and imprecise messages.
• Medium Risk: With limited focus on the needs and
expectations of readers and audiences, a writer can experience
the medium risks of causing confusion, missing opportunities
for persuasion, damaging credibility, and increasing costs.
• High Risk: Failing to learn the best processes for professional
business communication can, at its worst, lead to lost jobs and
clients, long-term damage to one’s personal brand, and major
financial and legal consequences for writers and the
organizations and teams they represent.
6 | Learn the Theory Behind Strategic Business Writing
To manage the risky, complex, and ever-changing
communication environment
and to create your best messages, first analyze the elements of
the
Communication Model
To maximize your communication effectiveness, Strategic
Business
Writing will challenge you to learn a new writing process in
which
you will systematically break down each potential
communication

interaction into its key elements, resulting in best strategies to
appeal to audiences and, in turn, to maximize your possible
communication success.
Specifically, by thinking strategically about the components of
the
Communication Model as you construct business messages, you
will
learn to:
• Plan and refine your message to include a purpose statement
written to achieve your desired outcome
• Appeal specifically to your primary, secondary, and
unintended
audiences by understanding the filters through which you and
your reader will view your message
• Weigh the benefits and drawbacks of your potential channel
choices
• Minimize possible “noise” that can negatively impact the
reception of your message
• Accept and respond to possible feedback as you continue to
communicate

• Consider the impact of the context on the message and
anticipate your audiences’ reactions.
By responding to the many variables in the Communication
Model
as you develop your business messages, you will begin to view
business communication as a strategy—a strategy to achieve
what you want AND what your reader/audience wants, with
clarity,
honesty, and integrity. And by developing a strategic approach
to
communication, you’ll develop a set of critical skills in
professional
writing, presentations, and leadership grounded in credible
analysis
to achieve desired outcomes while mitigating possible risks.
Learn the Theory Behind Strategic Business Writing | 7
Learning Objectives
• Understand the importance of strategic business
writing to ensure your messages are noticed and
impactful in today’s crowded information

environment
• Develop strategic business writing skills to meet the
needs of your employer and demands of your
industry on day one of your career
• Set actionable goals and use strategic frameworks to
develop the communication skills critical for your
future success.
8 | Learn the Theory Behind Strategic Business Writing
Transactiona
l Model
1. Use the Communication
Model to Guide Your Writing
Strategy
While Strategic Business Communication will guide you
through a
systematic process for audience-centered and purpose-driven
writing, you can develop a more strategic mindset for your own
skill
development by using a Transactional Model of Communication
to
better access your choices as a business communicator.

The Transactional Model approaches communication as an
interaction between communicators—one where the meaning of
a message is co-constructed as a function of how individuals
exchange ideas. To understand how the process unfolds, we
must
accept that the model below is a dynamic process—one where
ideas
and words and images are impacted by multiple variables.
By understanding the elements of the Communication Model
below, you can better manage the complex communication
process
Use the Communication Model to
Guide Your Writing Strategy | 9
and can assess the possible risks associated with each
component.
Ultimately, you can develop strategies to maximize the
likelihood of
your success as well as enhance your ability to develop and
maintain critical business relationships.
Sender—The individual who takes his or her ideas, encodes
them
into language, and sends them in the form of a message.

Receiver—The individual who translates the sender’s message
into
meaning.
Field of Experience (Filters)—The influences on both the sender
and receiver that impact the construction or reception of the
message. These filters include personality, culture, experiences,
knowledge, and biases.
Message—The ideas (verbal and nonverbal) encoded by the
sender
into language and decoded by the receiver into meaning.
Channel—The medium used to communicate the message.
Examples include face-to-face meetings, presentations, email,
websites, and text messages, to name only a few.
Feedback—The intended and sometimes unintended response to
the message (verbal and nonverbal) sent by the receiver back to
the
sender.
Context—The underlying situation in which the communication
occurs, ultimately influencing how we send and receive
messages.
Noise—The distractions that could interfere with the clarity of
the message. Noise can be physical (music, coughing,
construction
noise, static); semantic (word choices, poor grammar, vocal
fillers);

physiological (illness, exhaustion, nervousness); or
psychological
(daydreaming, tangential thinking).
10 | Use the Communication Model to Guide Your Writing
Strategy
Your command of the distinct variables of the communication
model will push you to think strategically and critically as you
plan, draft, and revise business documents. As a business
professional, the Communication Model provides you a
framework
to develop a strategic mindset for message development, one
that
allows you to consider the opportunities provided by your
messages and the potential impact of risks on your
communication
outcomes.
Consider these questions: How can knowing yourself and your
intended audience (by analyzing your personal experiences and
filters) help you create the most persuasive message? How can
your
language and channel choices combined with your ability to
learn

from feedback help you increase the impact of your message?
How
can your sensitivity to context and ability to minimize
distractions
improve the clarity of your message and build better
relationships
with audiences?
Building from your knowledge of the Communication Model
variables, you can strategically manage and respond to
Use the Communication Model to Guide Your Writing Strategy |
11
Communicat
ion Flows
Communication Flows within your organization. While we
would
like to believe that communication between superiors and
subordinates is somewhat automatic, in truth the power
relationships and hierarchies operate with surprising ambiguity
and
will require forethought and strategy.
As you navigate your way through future workplaces, be aware
of

these business communication flow factors and terms:
The Flow of Communication spreads in all directions, not only
top down.
Upward communication represents communication traveling
from a lower level of an organization to a higher level
(subordinate
to superior).
Downward communication moves from higher to lower levels of
an organization (superior to subordinate).
Lateral communication occurs between people on the same or
similar levels of an organization.
Diagonal communication is exchanged between people at
different levels of an organization who possess no direct
reporting
relationship.
Now consider how the challenges increase with the addition of
multiple recipients, unintended audiences, multiple channels,
and
an ever-changing context! The distinct variables involved in
communication—even between only two people—highlight the
12 | Use the Communication Model to Guide Your Writing
Strategy
challenges individuals and businesses face when crafting

business
messages potentially read by numerous people over indefinite
time.
To succeed in this uncertain environment as you communicate,
you
might consider yourself a beneficial resource adding value to
the
lives, work, and results of the people in your organization. Your
focus remains on meeting your reader’s needs, values, and
benefits,
no matter if the reader is your superior, co-worker, or direct
report.
Use the Communication Model to Guide Your Writing Strategy |
13
2. Analyze Risk to Maximize
Communication Outcomes
Given how challenging the communication process may be, can
we effectively analyze risk when we are considering our
business
communication messaging in a strategic way?
By systematically analyzing your communication as strategic
actions, you can use the Communication Model to break down

the
process in an effort to identify possible risks involved and
implement potential strategies to better maximize your
communication outcomes.
If you consider every communication interaction, you hope to
achieve a desired outcome—whether explicitly stated or not.
When
you send a cold-call email to a business professional for an
informational interview, your desired outcome is your
professional
accepting the request, you completing the interview, and
receiving
valuable information from the conversation. When you meet a
client
for a sales presentation, you hope the client likes your proposal,
is
persuaded by your message, and purchases your product from
you.
Yet when you consider the communication model, you
can anticipate how possible outcomes can be impacted by
strategic
errors in your communication decision making.To maximize the

likelihood of communication success, first visualize your
desired
outcome, then develop a writing strategy to achieve it
(considering
your audience and purpose), and weigh the potential risks of
possible errors and your reader’s likely response. This equation
offers a guide:
14 | Analyze Risk to Maximize
Communication Outcomes
Communication Outcome = Desired Outcome – (Strategic Error
+ Likely
Reader Response)
Communication Outcome = Final actual result of
communication
Desired Outcome = Desired optimal result of communication
Error = Possible strategic errors of communication
Response = How reader/audience responds to strategic errors
By looking at the Communication Model, we can consider
which
risks put our communication in jeopardy. For example, consider

a
spelling error. In isolation, you know a spelling mistake is
bad—but
put into two different contexts within the Communication Model
we can see how a spelling error leads to different outcomes.
Scenario One: You write an email to colleagues you are working
with on a consulting project and ask that they attend a
conference
call with a client. In the email you misspell the client’s name.
The
Desired Outcome is that your colleagues attend the conference
call. The Error is the misspelling of the client’s name. The
likely
Response, even in the worst-case scenario, is that your
colleagues
are annoyed with the mistake. Yet despite the annoyance, your
colleagues will attend the conference call. In this scenario, the
Error
was low risk and your Communication Outcome was the same as
your Desired Outcome. (Note: Imagine, however, that your
colleague forwards your message to the client, inviting them to
the

conference call—the risk escalates substantially).
Scenario Two: You send your potential client a slide deck with
multiple misspellings of the company name. The Desired
Outcome
is to secure your client’s business. The Error is the misspelling
of the client’s name. The likely Response ranges from anger to
a
damaged reputation. The Communication Outcome? Possible
loss
of the client as a customer.
The error remains the same in both scenarios, but the shift in
audience amplifies the overall possible reader reaction in
dramatically different ways. The increased risk involved with
the
error can result in dramatically different outcomes.
Analyze Risk to Maximize Communication Outcomes | 15
Setting clear goals for communication skill development and
working within proven frameworks as you communicate will
bring short- and long-term benefits that enhance
communication,
your personal brand, your key relationships, and your career.

16 | Analyze Risk to Maximize Communication Outcomes
3. Develop a Growth Mindset
and Set Actionable Goals to
Improve Your Strategic
Business Writing Skills
Business communication is a strategic action using a set of
skills
(writing, presentation, interpersonal, social media) to craft
purposeful messages aimed at specific audiences and leveraging
the
variables in the business communication model to meet strategic
outcomes while mitigating possible risks.
How do you (and various stakeholders) measure and grow your
success as a business communicator? By embracing a growth
mindset and analyzing your current skills and desired outcomes.
You can grow your communication skills and outcomes by
examining your current communication proficiency, identifying
clear goals for improvement, and proactively working to
develop the
skills you need most. This proficiency model will be important

to
you throughout your professional career to ensure you possess
the
skills required in the job and career trajectory you desire.
Facilitate your growth as a business writer by using the SMART
goals framework to help you get from where your skills are to
where
you want to be:
Specific (well defined and concrete goals you can visualize)
Measurable (measure outcomes with targeted numbers, dates,
and times)
Attainable (challenging but realistic goals)
Relevant (directly relate your skill development to critical
writing
needs in your field)
Time bound (set deadlines for each goal)
Develop a Growth Mindset and Set
Actionable Goals to Improve Your
To make sure you achieve your goals, visualize the skills and
outcomes you want for your future self. You might select a
person

you admire to benchmark, analyzing the skills this role model
exhibits and naming clear objectives to help you reach and
possibly
exceed this person’s skill set. Put your development objectives,
actions, deadlines, obstacles, and strategies into a table with
measurable “concrete indicators of success” in the final column
so
you can track your progress.
Development
objective
Specific
well-defined
action and
deadline
Obstacles and
strategies to
overcome the
obstacles
Support
needed
Concrete
indicator
of success
EXAMPLE:

Be more
concise
Use fewer
linking
verbs.
(Note: you
could list
“be more
concise”
multiple
times with
different
well-defined
actions.)
I actually use
action verbs very
well except when
I don’t leave
enough time for
revisions.
I will write a best-
effort draft two
days before the
deadline. I will
schedule time the
day before the
deadline to revise
the message.
None
needed.

Next
writing
assignment,
I will
average 1
linking verb
per 100
words.
By identifying clear, measurable objectives you can actually
track
your improvement over time—the key is identifying precise
goals
and actions you can take to achieve them.
Setting clear goals for communication skill development and
working within proven frameworks as you communicate will
bring short- and long-term benefits that enhance
communication,
your personal brand, your key relationships, and your career.
18 | Develop a Growth Mindset and Set Actionable Goals to
Improve Your
Strategic Business Writing Skills
4. Build the Strategic Business
Writing Skills Employers
Value Most
Businesses need and want employees who write well. In the
2016

National Association of Colleges and Employers (NACE) Job
Outlook,
employers identified written and oral communication skills as
two
of the top five skills they look for in potential job candidates
after
passing a company’s GPA threshold. A survey conducted by
Millennial Branding highlights the significance of previous
NACE
findings, where 98% of employers considered communication
skills essential. As Millennial Branding’s Dan Schawbel argued,
employers need employees who possess “the ability to write,
compose emails, give presentations in front of others, and [who
are]
able to have conversations with those across generations.”
Meanwhile, employers’ lower rankings of proficiency in
software
or technical skills for new hires should be no surprise. Schawbel
explains, “It takes time to master the art of communication,
…

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