Directions books show people how to do something. Map books explain a whole field or topic. Landmark books set out a distinctive idea, framework or way of seeing the world.
Debbie argued that landmark books are often the most powerful, because they give the author a clear position and create something that can last.
The conversation explored what makes a book worth writing. Debbie suggested four tests: do you know exactly who the reader is, do you have a repeatable framework, do you have something distinctive to say, and is there a clear business or career case for the book?
Without those things, a book can easily become a time-consuming project with limited impact.
A big theme was the value of frameworks. Debbie encouraged people to turn their experience into something memorable, teachable and repeatable.
A good framework should be simple enough to explain clearly, but strong enough to help the reader make sense of a problem and take action.
We also discussed the commercial reality of business books. For most authors, the return is not simply in book sales. A book can support speaking, consulting, lead generation, credibility, networking and career transition. It can act as a leave-behind asset, a proof point and a way of making your expertise visible beyond your current job title or company.
The session also touched on the personal side of writing. A book can be a powerful reflective process, helping you organise your experience, sharpen your point of view and create something with a longer shelf life.
Debbie encouraged us to think in five-year chapters: what asset, idea or legacy might you want to build next?
For anyone considering writing a business book, this conversation is a practical and honest guide to doing it with purpose, strategy and impact.
