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How to Get Your Book Published By the World’s Top Publishers

How to Get Your Book Published By the World’s Top Publishers

For the past 10 years, I have worked with some of the world’s top publishing houses. I’ve worked as an editor, writer, project manager, and business analyst. I’ve worked on print and digital titles, and on publishing and commercial strategy, and am lucky enough to have worked with the teams behind some of the world’s best-loved authors.

Along the way, I’ve picked up a whole bunch of experience about how to get a book published, and as several people have asked me recently how to find good editors or publishers, or if I could read their manuscript, I thought these notes would be of interest to any aspiring authors out there.

Right now, I’m going to share some insights about how to get your book published by a traditional publishing house, but please bear in mind that that’s just one possibility. Today, there are many options for publishing your work, including self-publishing. I’ll cover those in future posts – watch this space.

1. Write a proposal

For the biggest publishers out there, a proposal is essential to get an editor’s attention. You should write this before you start contacting any editors, as it will be the first thing they ask you for. If you have one ready and waiting, and it looks professional, they’re more likely to take you seriously.

The proposal should be around 10-20 pages, and should say something about you. It should include details of your book concept, a chapter breakdown, perhaps a full chapter or introduction, information on your blog (assuming you have one), your audience, any stats on existing readership, and plans for the future of your brand. It will also be important to include information on how your proposed book compares to other books on the market; how it’s different from what’s out there and what it competes with.

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Even if you’ve already written in its entirety the book you want to publish, you should still create a formal proposal document so that the editor or publisher has a clear overview of what it is you’re aiming to achieve with your book, and why you’ve written it. There’s no harm in submitting the full manuscript if you choose to do so, but you shouldn’t expect a publisher to have time to read every manuscript that crosses their desk. That’s why the proposal document is important.

Big publishers will only be looking to take on authors who have already created a personal ‘brand’ for themselves, and who are on a mission to change the world. The bigger the ambition, the better. Smaller publishers will be looking for niche ideas that follow existing trends or pick up on new ones.

2. Decide whether you need an agent

A lot of big publishers say on their company websites that you need an agent for your manuscript to be considered. I know for a fact that this isn’t always true; I’ve had editors tell me that they actually prefer a personal approach or recommendation from someone in their network. Personal recommendations from inside the company carry a lot of weight, even if people don’t work in the same department.

Having said that, agents are incredibly well-connected in the publishing world and know how to get the attention of publishing houses and negotiate publishing contacts to maximize the benefit to the author. Often, they negotiate hard for things like film rights, which, if you’re a first-time author, although exciting, can be a little scary, and may not be something you’d consider important at that point in time. An agent can help you to stand your ground when you might not realize that something is important. They may also secure a higher fee and royalty with a major publisher. The downside to this is, of course, is that you’ll have to pay them, often a percentage of your earnings. You’ll need to figure out whether you think their input is worth the fee.

3. Research your publishers

Before ever approaching a publisher, make sure you thoroughly understand their ‘list.’ A ‘list’ is the word publishers and editors use to refer to their back catalog, i.e. all the books they publish in a particular category or imprint.

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Make sure you know exactly which publishing house an imprint belongs to. You should be able to find this out through looking at their company website. Look at which books they have on their list.

Think hard about whether or not your book is a good match for a particular imprint. If you’re writing a business book, and the imprint you’re looking at is to do with personal development and spirituality, chances are it won’t be a good match. Similarly, if you notice a book on a publisher’s list that is very similar to the one you are writing, they may decide it’s too similar to go with, or may in fact specialize in that niche area, meaning your title will fit perfectly. Either way, make sure you have made an attempt to understand their publishing strategy before you approach them.

4. Research your contacts

Once you’ve figured out which imprints/publishers your book best fits with, reach out to your network and see if anyone you know has any contacts at all at those companies. It doesn’t matter whether that person works in Technology, Facilities or Management; the fact that they’re in the building is sometimes enough to get you the introduction you need. Ask them for their help, whether it be in contacting an editor, or finding out the process for new authors. You’ll be surprised how much people will want to help.

If you can’t find a contact within the company, try searching on Twitter and LinkedIn for contacts at the company. If you find a relevant contact, ask anyone connected to them who is already in your network for a warm introduction. If you don’t have any direct or indirect connections, write a tailored introduction asking them if they’d be prepared to connect. Make sure you show awareness of their work.

5. Make contact, and be personal

Once you’ve fully researched your publisher and their imprint, and have your proposal ready to send to them, the initial approach you make is important. When sharing your proposal for the first time – whether that be in writing or in conversation – make sure you make the approach as personal, and as tailored for your audience (i.e. your publisher) as possible. I’m not suggesting you stalk them on Facebook and find out the name of their dog, in order to drop it into casual conversation! I mean be aware of who you are talking to and imagine how your approach will appear from their perspective, with all their expertise, prejudice and experience. Editors and publishers will remember you if they believe you have a good understanding of their company and their list, and are more likely to take you seriously.

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6. Hustle

Don’t be afraid to pitch your idea to multiple publishers, or even to different imprints within the same publishing house. Follow the advice above and don’t send out scattergun or unresearched proposals to any editor you can find. The more good approaches to relevant and high quality publishers you make, the better your chances of success.

7. Practice rejection therapy

As we all know, JK Rowling’s Harry Potter manuscript was rejected by numerous publishing houses before it was accepted. And even after she became mega-famous, her manuscript written under the name of R Galbraith was rejected 12 times.

Of course, all of these points are guidelines for how to proceed and no guarantee of success. Even if you’ve written a great book, found a great agent and pitched your awesome proposal to the perfect publisher, and they love the manuscript, it doesn’t mean your book will be published. There are all kinds of things that are out of your – and sometimes even their – control. Here are a few examples:

  • The publisher may have used up all of their budget for the year
  • They may have already reached their commissioning targets
  • The in-house team may not have capacity to take anything else on right now
  • Their priorities may be changing due to a company restructure
  • The publisher may be be overhauling their strategy
  • They may have just signed another author with a very similar title
  • They may be ‘concentrating on their backlist’ this year (you can often understand this as ‘their budget has been cut’)
  • There may be a different team within the same company that is better suited to publishing their manuscript
  • The publisher may simply be too busy to follow up with you properly.

All of these things can mean that publishers miss out on great books, and authors miss out on publishing deals.

So you need to get used to rejection. It isn’t personal, and you mustn’t allow yourself to get disheartened by it. You may very well have a great book on your hands. You just have to keep on looking until you find the best publisher for it.

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The difference between a good book getting published and not getting published is very often dependent on the tenacity of the author.

Be tenacious.

Featured photo credit: https://pixabay.com via pixabay.com

More by this author

Claire Ransom

Founder of Wizzbox, Freelance Writer and Editor

How to Get Your Book Published By the World’s Top Publishers

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Last Updated on September 17, 2019

How to Delegate Work Effectively (Step-By-Step Guide)

How to Delegate Work Effectively (Step-By-Step Guide)

All managers and leaders must master the art of delegation. Understanding how and when to allocate responsibility to others is essential in maintaining a high level of productivity, both on a personal and organizational level. Knowing how to delegate is also essential for an effective leadership.

To learn how to delegate is to build a cohesive and effective team who can meet deadlines. Moreover, knowing when and how to delegate work will reduce your workload, thus improving your wellbeing at work and boosting your job satisfaction. Unfortunately, many leaders are unsure how to delegate properly or are hesitant to do so.

In this guide, you will discover what delegation really entails, how it benefits your team, and how to delegate work effectively.

The Importance of Delegation

An effective leader knows how to delegate. When you delegate some of your work, you free up your time and achieve more on a daily basis. Effective delegation also promotes productivity within a team by drawing on the existing skill set of its members and allowing them to develop new knowledge and competencies along the way. The result is a more flexible team that can share roles when the need arises.[1]

When you are willing to delegate, you are promoting an atmosphere of confidence and trust. Your actions send a clear signal: as a leader, you trust your subordinates to achieve desired outcomes. As a result, they will come to think of you as a likeable and efficient leader who respects their skills and needs.

Delegation isn’t about barking orders and hoping that your staff falls in line. A manager’s job is to get the very best from those under their supervision and in doing so, maximizing productivity and profit.[2]

Here’s an example of bad delegation:

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    Careful delegation helps to identify and capitalize on the unique strengths and weaknesses of the team members. Delegation also boosts employees’ engagement as it proves that the managers are interested in drawing on their talents.[3]

    The Fear of Delegating Tasks

    Delegation boosts productivity, but not all managers are willing or able to delegate.[4] Why? Here’re some common reasons:[5]

    • They may resent the idea that someone else may get the credit for a project.
    • They may be willing to delegate in principle but are afraid their team won’t be able to handle an increased degree of responsibility.
    • They may suspect that their staff is already overworked, and feel reluctant to increase their burden.
    • They may suspect that it’s simpler and quicker just to do a task themselves.
    • They dislike the idea of letting go of tasks they enjoy doing.
    • They fear that if they delegate responsibility, their own manager will conclude that they can’t handle their workload.

    Delegation vs Allocation

    Most people think that delegation and allocation are synonymous, but there is an important distinction to be made between the two.[6]

    When you allocate a task, you are merely instructing a subordinate to carry out a specific action. You tell them what to do, and they do it–it’s that simple. On the other hand, delegation involves transferring some of your own work to another person. They do not just receive a set of instructions. Rather, they are placed in a role that requires that they make decisions and are held accountable for outcomes.[7]

    How to Delegate Work Effectively (A Step-By-Step Guide)

    So what’s the best way to delegate work so you can fight the fear of delegation, build an efficient team and work faster? Here’s a step-by-step guide:

    1. Know When to Delegate

    By understanding how much control you need to maintain over a situation, you can determine the best strategy for empowering workers. There are 7 levels of delegation that offer workers different degrees of responsibility.

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    This brief video explains these levels and offers examples of when it’s appropriate to use each one:

    Delegation occurs along a spectrum. The lowest level of delegation happens when you tell other people what to do. It offers little opportunity for employees to try new approaches. The most empowering form of delegation occurs when you are able to give up most of your control over the project to the employee.

    Knowing how to delegate work helps you understand how to connect people with tasks that make the best use of their talents. When done properly, it ensures that you will get the best end-result.[8]

    When you’re deciding how to delegate work, ask the following questions:

    • Do you have to be in charge of this task, or can someone else pull it off?
    • Does this require your attention to be successful?
    • Will this work help an employee develop their skills?
    • Do you have time to teach someone how to do this job?
    • Do you expect tasks of this nature to recur in the future?

    2. Identify the Best Person for the Job

    You have to pass the torch to the right team member for delegation to work. Your goal is to create a situation in which you, your company, and the employee have a positive experience.

    Think about team members’ skills, willingness to learn, and their working styles and interests. They’ll be able to carry out the work more effectively if they’re capable, coachable, and interested. When possible, give an employee a chance to play to their strengths.

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    Inexperienced workers may need more guidance than seasoned veterans. If you don’t have the time to set the newer employee up for success, it’s not fair to delegate to them.

    You also have to consider how busy your employees are. The last thing you want to do is overwhelm someone by giving them too many responsibilities.

    3. Tell and Sell to Get the Member Buy-In

    After you’ve found the perfect person for the job, you still have to get them to take on the new responsibility. Let them know why you chose them for the job. [9] When you show others that you support their growth, it builds a culture of trust. Employees who see delegated tasks as opportunities are more likely to be invested in the outcome.

    When you’re working with newer employees, express your willingness to provide ongoing support and feedback. For seasoned employees, take their thoughts and experiences into account.

    4. Be Clear and Specific About the Work

    It’s critical to explain to employees why the project is necessary, what you expect of them, and when it’s due.[10] If they know what you expect, they’ll be more likely to deliver.

    By setting clear expectations, you help them plan how to carry out the task. Set up project milestones so that you can check progress without micromanaging. If your employee has trouble meeting a milestone, they still have time to course correct before the final product is due.

    This type of accountability is commonly used in universities. If students only know the due date and basic requirements for completing major research papers, they might put off the work until the eleventh hour. Many programs require students to meet with advisers weekly to get guidance, address structure, and work out kinks in their methods in advance of deadlines. These measures set students up to succeed while giving them the space to produce great work.

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    5. Support Your Employees

    To see the best possible outcomes of delegating, your subordinates need resources and support from you. Connect them with training and materials to develop skillsets they don’t already have.[11] It may take more time up front to make resources available, but you’ll save time by having the work done correctly. For recurring tasks, this training pays off repeatedly.

    Sometimes employees need a help to see what they’re doing well and how they can improve. Giving and receiving feedback is an essential part of delegation. This is also a good way to monitor the delegated tasks as a leader. While you can keep track of the progress of the tasks, you are not micro-managing the employees.

    Throughout the project, periodically ask your employees if they need support or clarification. Make it clear that you trust them to do the work, and you want to create a space for them to ask questions and offer feedback. This feedback will help you refine the way you delegate work.

    6. Show Your Appreciation

    During periodic check-ins, recognize any wins that you’ve seen on the project so far. Acknowledge that your employees are making progress toward the objective. The Progress Principle lays out how important it is to celebrate small wins to keep employees motivated.[12] Workers will be more effective and dedicated if they know that you notice their efforts.

    Recognizing employees when they do well helps them understand the quality of work you expect. It makes them more likely to want to work with you again on future projects.

    Bottom Line

    Now that you know exactly what delegation means and the techniques to delegate work efficiently, you are in a great position to streamline your tasks and drive productivity in your team.

    To delegate is to grant autonomy and authority to someone else, thus lightening your own workload and building a well-rounded, well-utilized team.

    Delegation might seem complicated or scary, but it gets much easier with time. Start small by delegating a couple of decisions to members of your team over the next week or two.

    More About Delegation

    Featured photo credit: Freepik via freepik.com

    Reference

    [1] BOS Staffing: 5 Benefits Of Delegation – Empower Your Team
    [2] Brian Tracy International: How to Delegate The Right Tasks To The Right People: Effective Management Skills For Leadership Success
    [3] MindTools: Successful Delegation: Using The Power Of Other People’s Help
    [4] Fast Company: The Three Most Common Fears About Delegation: Debunked
    [5] Leadership Skills Training: Delegation
    [6] Abhinav Jain: Delegation of work vs Allocation of work
    [7] Anthony Donovan: Management Training: Delegating Effectively
    [8] Management 3.0: Practice: Delegation Board
    [9] Focus: The Creativity and Productivity Blog: A Guide to Delegating Tasks Effectively
    [10] Inc.: 6 Ways to Delegate More Effectively
    [11] The Muse: The 10 Rules of Successful Delegation
    [12] Teresa Amabile and Steven Kramer: The Progress Principle

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