A book that hands over everything converts what should be a relationship into a transaction.Share on X
There is a tension that comes up in almost every business book project, and it came up with Joe Rockey too. It surfaces somewhere in the middle of the discovery phase, usually after the client has been talking openly for several sessions and has said things they would not normally say in a sales conversation. And then they pull back a little, reconsider, and ask a version of the same question: how much of this is actually going in the book?
It is exactly the right question. I would be more worried if a client never asked it. And the answer to it shapes the entire second half of the project. Most people ask it six months too late, after they have already said things on the record they are not sure they wanted to say. With Joe’s project, we asked it before the outline existed. That made everything easier.
What if your book gives away the business?
Joe Rockey is in a position that sharpens this tension considerably. He built something that does not have real competition yet. He is operating in a space he largely created by combining approaches that no one else in his industry had assembled in the same way. When you are in that position, writing a detailed book about how your methodology works is more than a marketing move. It is an invitation for better-resourced competitors to replicate your model before you have captured enough of the market to make replication too costly to bother with. He named that fear out loud in one of our sessions and was somewhat surprised to hear himself say it clearly. Naming it changed the conversation about what the book should contain.
The solution is not to write a vague book. I want to be clear about that, because vagueness is the instinctive response to this fear and it produces bad books. Vague books do not generate leads. They do not establish the kind of authority that makes a reader feel they have encountered someone who genuinely knows something important at a level others do not. They do not build trust. What they produce is mild positive reactions that dissipate before the reader has decided whether to reach out. Mild positive reactions are not the goal.
The solution is understanding the difference between principles and proprietary application, and putting only the first kind in the book. Joe drew the line precisely:
Most leaders treat incentive trips like a reward. You treat them like infrastructure.
That is the principle. The insight that changes how a leader thinks about what an incentive program actually is and what it can do. How the infrastructure gets designed, the specific assessment process, the communication framework, the contest structure, the way the whole system gets implemented in a real organization, that is the proprietary application. The first belongs in the book. The second belongs in the engagement.
On what the cruise specifically is inside the system:
The cruise isn’t the product. It’s the mechanism.
And on where it sits relative to the real work:
The cruise is literally the cherry on top. The hard work is the consulting beforehand.
Those three statements together define the line with precision. The book teaches why the mechanism matters, what it produces when deployed correctly, and what the principles behind it look like in practice. Joe’s company delivers the mechanism itself, designed, structured, and managed. A reader who finishes the book should understand the problem more clearly than before, believe that this approach works, and feel the gap between their understanding of the principles and Joe’s ability to implement them. That gap is what produces a call.
Why giving everything away backfires
Something Joe said in a different context applies directly to this editorial decision:
If you’re not in a relationship that you actually want to see be successful, don’t be in it.
A book that hands over everything converts what should be a relationship into a transaction. The reader takes the manual, implements whatever they can on their own, and has no particular reason to ever reach out to the author. That is not a lead generation book. That is a very expensive piece of free consulting. The purpose of a lead generation book is to make the reader feel understood and to make them see that the author has more to offer than the book contains. Getting that balance right is one of the most important editorial decisions in the whole project.
Why does giving away principles generously work?
There is a counterintuitive truth underneath this. Giving away the principles generously, holding nothing back at the level of why and what, actually strengthens the case for hiring rather than weakening it. A reader who gets real value from the book trusts the author more, not less. They conclude that if this is what the author gives away for the price of a book, the paid engagement must be substantial. Stinginess at the principles level signals the opposite, that there may not be much underneath, which is why the vague book and the give-everything-away book both fail. Generous on principles, protected on application, is the line that builds trust and preserves the business at the same time.
The principles behind Joe’s methodology are not secret. Understand your people as individuals rather than as categories. Communicate with them in the language that actually connects with their specific motivations rather than the language that feels natural to you. Give a team a shared goal with a shared reward and the team starts to behave like a team. Follow through on every commitment, consistently, without exception. These ideas are well-supported by decades of organizational psychology research. None of them are Joe’s invention.
What is Joe’s is the specific system he built to implement those ideas at scale and with consistency in organizations that have never operated that way before. The assessment process. The communication translation model. The incentive structure design. The program management through the full contest cycle. That is the application. A reader who understands the principles cannot replicate that application from a book, any more than understanding the principles of structural engineering lets you design a bridge.
The book teaches the principles. Joe’s company builds the bridge. Once that line was clearly drawn, every subsequent decision about content became simple. If a piece of information sits in the principles layer, the why and the what, it belongs in the book. If it sits in the application layer, the how and the specifically how, it belongs in the engagement. The boundary has to be set before the outline is built and held consistently throughout. Joe and I made that decision early. Everything that follows from it is cleaner because of it.
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Frequently Asked Questions
The principles, not the proprietary application. Put in the why and the what, the insights that change how a reader sees their problem, and keep the how, the specific implementation system, inside the paid engagement. A reader should finish understanding the problem and believing the approach works, while feeling the gap between knowing the principles and being able to implement them.
Only if you write the application layer. Principles are usually well-known and not yours to protect; your proprietary system for implementing them at scale is. A reader can absorb the principles and still not replicate your specific assessment, communication, and program-management system from a book, the same way knowing structural engineering principles does not let you design a bridge.
Because vagueness is the instinctive response and it produces bad books. Vague books do not generate leads, build authority, or earn trust. They produce mild positive reactions that fade before the reader decides to reach out. The answer is not holding back the principles but drawing a clear line between principles, which you share generously, and application, which you protect.
No, it strengthens the case for hiring. A reader who gets real value concludes that if this is what the author gives away in a book, the paid engagement must be substantial. Stinginess signals there may not be much underneath. Generous on principles and protected on application is the line that builds trust and preserves the business at once.
Before the outline is built, and then held consistently throughout. Most authors confront the question six months too late, after saying things on the record they are not sure about. Drawing the principles-versus-application line early makes every later content decision simple: why and what go in the book, how and specifically-how stay in the engagement.
Principles are the insights that change how someone thinks, often well-supported by existing research and not anyone’s private property. Application is the specific system built to implement those principles at scale and with consistency. The book teaches the principles; the company delivers the application. The first creates demand, the second is what clients actually pay for.