Reading a business book is an exercise in efficiency, not literary aesthetics. You’re trying to maximize the return on time invested. For the executive, time allocation is as important as capital allocation. So, in approaching any business book, there are two goals: First, determining if the book can help you do your job; second, figuring out the quickest way to extract that value.
But first, step back and consider the anatomy of a typical business book. The components are almost always the same:The job to be done is to extract insights to increase judgment and skills to increase performance.Practitioners: Leaders and founders who practice business and share their experience.Advisors: Consultants and domain experts who advise those who practice business. Advisors tend to straddle the worlds of theory and practice.
Certainly, there are great business books written in each camp, but keep in mind that more than 1,000 new titles arealone in the United States . The good ones represent original contributions to theory and practice or provide meaningful extensions or applications of those theories and practices. The others tend to present recycled and superficial treatments of those original contributions.
Creating a living document to lay out your next five reads can help. Regularly review and adjust your plan based on your evolving needs and the value you’re gaining from your reading. A structured approach can help you stay focused, prioritize relevant books, and optimize your learning experience.When you begin any business book, engage in what philosopher and educator Mortimer Adler called “inspectional reading” to evaluate the potential time investment. Begin with the introduction.
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