In Part I of this blog, I covered the steps for non-professional writers to follow in preparing for an organizational writing assignment, including getting clear on objectives, brainstorming and doing a thorough outline.

Then, of course, comes the writing itself, including relentless editing and proofing, and the review by those who will sign off on the project, leading to more edits and rewrites. Picking up where we left off . . .

Write Your Best First Draft. In a blog some time back, I told about someone I once worked with who used to hand me half-baked first drafts, saying, “You’re just going to mark it up anyway.” It still takes my breath away just to think about it.

The first draft is your only chance to make the proverbial first impression. Whether you intend it or not, and no matter how much you protest that this is “just a rough draft,” they will read it assuming it’s the best you could give them at that moment. Make sure that it is.

· Write, rewrite, check questions of grammar and style.  

· Keep sentences simple, direct, short, in active, not passive, voice. 

· Keep modifiers close to the words they modify. 

· Read it to yourself aloud—a good test of clear writing—and edit toward conversational tone. 

· Eliminate what isn’t essential. 

· Fix any “hiccups” —places where your mind keeps tripping over a word or phrase. 

· Bounce it off peoople you trust and listen to their input. 

· Proof your work several times before you turn it in. You’ll be glad you did. 

Survive Stakeholder Review and Revisions. Of course, it’s hard to subject your writing to other people’s comments and criticisms—especially if you don’t think of yourself as a great writer. If you at least start by giving your best in the first draft, you’ll know that most of the comments your stakeholders make will be driven by business issues or personal preferences and not by shortcomings in your work. Some tips on processing feedback:

· Thicken your skin. No one wants to work with someone who’s sensitive or defensive.

· Don’t take feedback personally. It’s almost never meant that way, and sometimes people feel the need to make comments simply because they think others expect them to.

· Act as if you know what you’re doing. They will view you as a professional getting a job done, unless you give them a reason not to. They would never dream that their remarks might sting or make you feel insecure.

· Weigh all the input you get, talk with those who will have to sign off on the final piece, and decide together which changes are good ones and which should be overlooked.

You may have to go through parts of this process (including the ones discussed in Part I) several times before you’re done. Your clients’ notion of what they want may shift mid-project, which may frustrate you or even send you back to the drawing board. Just be patient and professional, listen to what they want, ask questions, be resourceful, use your common sense and you’ll do fine.