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Amazon's 6-page memos, called "narratives," follow this structure: • Introduction • Goals • Tenets • Current state • Lessons learned • Strategy Meeting attendees get 20 minutes to read the memo in silence before discussion. Bezos explains:

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Bezos banned PowerPoint at Amazon. Memos only. He said, "There is no way to write a six-page narratively structured memo without clear thinking." This is the Bezos Writing Framework (that you can steal):

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Here are Bezos' 6 rules for great memos: • <30 words per sentence • Replace adjectives with data • Use the "So What?" test • No "weasel words" i.e. "nearly" or "significantly" • Use subject-verb-object sentences • Avoid jargon and acronyms and clutter words. Simple rules but there's a catch:

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Following them means your memo will take days to write. Here's why:

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Now, some examples of Bezos' writing rules in action: • Replace "in order to" say "to" • Spell out acronyms like "ROI" on first use • Instead of "Customers love Prime," say "Prime members spend 2x more than non-members" This letter to his shareholders is a work of art:

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As Bezos says: "The great memos are written and re-written, shared with colleagues who are asked to improve the work, set aside for a couple of days, and then edited again with a fresh mind." Why does this matter?

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Because Bezos wants a world-class writing culture at Amazon: • Focus on clear thinking • Avoid unnecessary meetings • Frictionless knowledge transfer across teams Here's how an Amazon employee describes it:

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So, how do I apply the Bezos Writing Framework? 1. Choose 1-2 rules to practice 2. Set aside daily writing time 3. Start with a low-stakes setting (e.g. Slack messages) 4. Get feedback and repeat But you can't do this without building a daily writing habit:

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If you're looking for a (proven) way to build a daily writing habit, read this:

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Highly recommend using the Bezos 6-pager memo for your next meeting. Credit: The Writer's Kitchen.

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That's it! The Bezos Writing Framework: • &lt;30 words per sentence • Replace adjectives with data • Use the "So What?" test • No "weasel words" i.e. "nearly" or "significantly" • Use subject-verb-object sentences • Avoid jargon and acronyms and clutter words.

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Now you have the framework, it's time to put it into practice. How? By writing online. Here's a free 13,000-word Ultimate Guide with everything you need to get started. Join over 150,000 people who finally started writing after reading it:

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Thanks for reading! If you enjoyed this, then follow me @dickiebush for more posts on digital writing and digital businesses. Then, I'd appreciate it if you jumped back to the top and reposted the first post to share it with others:

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Amazon's internal metrics said customers waited under 60 seconds for customer service. Jeff Bezos picked up the phone in a meeting and waited more than 10 minutes. The head of customer service had been defending the number. Bezos said "Ok, let's call." He dialed Amazon's 1-800 line on speaker. The room sat there for over ten minutes before a rep answered. The metric didn't survive the meeting. Bezos has a saying: when the data and the anecdotes disagree, the anecdotes are usually right. Metrics don't measure reality. They measure what you designed them to measure. Customer service dashboards commonly filter out abandoned calls, cap hold time at the IVR timeout, and start the clock after the menu tree completes. Every one of those choices pushes the average down. The customers hanging up at minute 9 are not in the denominator. The 60-second number was technically accurate and practically wrong. That call broke through a defended metric in a way no spreadsheet could have. The head of CS had dashboards and a team whose job was to report that number going down quarter over quarter. Bezos had 10 minutes of hold music and a room full of people watching. This is the executive test almost nobody runs. Call your own 1-800 line. Try to buy your own product in incognito. Every senior leader can do it in under 15 minutes. Almost none do, because the dashboards feel like the truth and the dashboards say things are fine. The measurement got redesigned. Wait times actually fell. When your data says you're winning and your customers say you're losing, the customers are right. The data was built by people whose job depends on it going down.

Aakash Gupta

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Jeff Bezos had a rule at Amazon. When the data and the anecdotes disagree, the anecdotes are usually right. He proved it in the most uncomfortable way. During a meeting, his team showed him the numbers. Customer service wait times were under 60 seconds. The dashboard looked clean. The metrics looked fine. But Bezos kept hearing complaints. Real customers saying they were waiting forever to get through. His team pushed back. The data says everything is fine. So Bezos picked up the phone. Right there In the middle of the meeting. Dialed Amazon's 1 800 customer service number. Put it on speaker. And they all just sat there. In silence 60 seconds passed. Nothing 2 minutes Nothing 5 minutes Nothing More than 10 minutes before someone picked up. 10x longer than the dashboard said. Nobody in that room said a word. He didn't yell. He didn't fire anyone. He just let the silence do the talking. That one phone call set off a chain reaction. They rebuilt how they measured wait times entirely. The old metric wasn't wrong. It was measuring the wrong thing. And that's the part nobody talks about. Bad data doesn't look like bad data. It looks like a clean dashboard. It looks like a green number. It looks like everything is pretty fine. The most dangerous metric in your business isn't the one that's red. It's the one that's pretty good to go when it shouldn't be. Your customers are telling you something right now. It's probably not showing up in your reports. The only way to find it is to pick up the phone, doing the experiment, learning/finding yourself. You have to seek truth!! Video Credit: Lex Fridman Podcast

Sufyan Maan, M.Eng

13,428 görüntüleme • 4 ay önce

Conor Neill: "If you can't write it clearly, the thinking was weak, not the writing" "To believe that something that feels clear in your head is thinking that's a very dangerous thing. When you try to put it down on a page, when you try to lay out your ideas in a structured order that someone else can digest, and you realize that you can't, I suggest the thinking was weak, not the writing." Neill explains his philosophy: "Writing is thinking. The process of taking a notepad, capturing thoughts, laying out the things that I'm thinking about, that is thinking. Sitting and staring out a window, maybe with a cigarette, whatever it is that you think is philosophizing that is not structured thinking. It's only when you're writing down and structuring, getting order into your thoughts on a page so that another person is able to get into the context, the perspective, the different things that you are pulling in to have your worldview." He shares a simple technique: "No matter what you are writing, whether it's an email, a Word document, when you've got a blank sheet of paper, start with the word 'This.' T-H-I-S. Starting with the word 'This' forces you to explain what the document is. It forces you to articulate to the reader what it is that they are holding. It forces you to describe why this document exists, what the objective is. And if you begin with the objective, it helps the reader, and it helps you articulate clearly why you are taking the time to write." Neill shares the most-read post on his blog: "The one post that has got far more views than any other is a post I wrote called 'Why Amazon Banned PowerPoint.' In Amazon, if a presenter wishes to ask people to agree to a budget, to agree to give them resources, they don't use PowerPoint. They write a six-page Word document that states why they are asking for the money and the resources." He explains Jeff Bezos's reasoning: "PowerPoint is easy for the presenter, but it's hard for the people who listen. Writing a six-page essay is hard for the presenter, but it's a lot easier for the people that get to read the document." And there's a second part to the Amazon method: "In the management meeting, the first 20 minutes is reading time. If you have gone to the effort to write six pages explaining your proposal, you deserve to see your work read. You deserve to sit there and see people reading through your work. People will not read before the meeting. The only way you get people to fully digest the six pages is by holding them there for 20 minutes, reading through, noting down their questions. No debate, no discussion until everyone in the room has read all six pages, has taken in the context, has time to think about what they would like to question. After 20 minutes of silent reading, they can have a discussion but an informed discussion." Neill shares a second insight about writing: "Divide writing from editing. Writing is producing words. Editing is improving words. These two processes — you cannot run at the same time." He explains his approach: "Most writers just vomit out a bad first draft. I personally have learned to produce 500 words in one straight blast. If something's wrong, if I need to check a fact, if I want to go back and fix something, I don't. I go 500 words of just getting it out onto the page. When I've got 500 words, then I'll stop and begin the process of editing." Neill shares what great writers understand: "All great writing is rewriting. It's editing. It's the crafting of taking a bad, crappy first draft and slowly iterating it, improving it 1% each time through. But if you haven't got that first draft, there's nothing to improve." He explains how separating these processes changed everything: "Learning to separate these two was one of the most powerful things to get rid of writer's block, to get rid of getting stuck, to get rid of procrastination. My mission when I sit down to write is: decide, am I writing or editing? If it's writing, get 500 bad words down on the page in the next 20 minutes. If it's editing, take the time to go through, improve sentences, change the order, change the structure. But these are two separate processes." Neill reveals the truth about good writing: "Some of my best articles started out as a bad blog post. Then I rewrote it as an article to give out to students. Then I rewrote it to share on another blog. Then I rewrote it to provide to a magazine. It's the sixth, seventh, eighth, ninth time of rewriting where it starts to be something that other people read and say, 'Wow, you're quite good at writing.' And the answer is I'm not good at writing. I vomit out a bad first draft and then go through this iterative process. One time, two times, three times, four times through slowly improving. But if you have no first draft, there's nothing to improve."

Jaynit

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