There are a zillion business books

There are books about meetings. There are books about leadership. There are books about teaming. There are books about increasing profits, scaling, hiring, . There are books about strategy. There are books about execution. There are books about strategy execution. There are books about the gap between strategy and execution.

It sometimes feels as if anyone who has made a few bucks in business has written a book about it

All of them have something to say, but many of them don't have much to say. You *know* stuff worth saying, but to make sure your book says something worth saying, you need to do the planning. That's why, when you sit down with a ghostwriter or book coach at the start of a book, they will ask question after question about what you've done, why it matters, how it will help other people, and who those people are.

There's a truism in the world of business books that if you don't solve a problem for the reader, the reader won't read your book.

But “solving problems” covers a multitude of sins. As a rule, people read books to find out how to accomplish something they don't know already, whether it's a specific tactic at work, a way of deploying a team, a way of measuring metrics, or a mindset or a discipline that somebody else has and they don't have. But people also learn about someone they might invest in or somebody they might hire. They read out of curiosity about a person’s story. They read books because they’re in a rut and are looking for inspiration. They read because they want to feel connection, so they know they’re not the only ones facing challenges.  

Just because you can’t point at a specific problem your book is solving, that doesn’t mean it’s not solving the needs of someone, somewhere.