Ivy Consulting Group Collaborative Book Project



Why we should write this book and why people will read it

There has been a perfect storm brewing over the past 5-years that is changing the workplace like never before. The three primary drivers to change have been 1) the worldwide pandemic and shift to a remote or hybrid workforce, 2) media attention on the need for equitable workplaces and hiring practices, and 3) the massive changes in technology which allow teams to work productively from anywhere. This is not to mention how technology like ChatGPT will change the ways businesses operate. The point is we have a huge opportunity to publish work that is in high demand and be at the forefront of this new industrial revolution.

Why you should participate…or why you should not

If you are hoping to earn income from the sale of this book, that is not a reason to participate. Depending on the publisher, these types of books seldom earn huge royalties for the writers. In fact, many writers participate in “vanity books” and pay $10,000 – $20,000 each to be published and take a picture of a well-known celeb like Dr. Oz, who is known for this. With 20+ authors, the payments are enough to pre-purchase copies to guarantee a best seller. What a joke. This is not a vanity book!


This book is a way to promote your work, your services, your expertise, and become a published author. While I hope it is a good way to advertise what we are doing at Ivy Consulting Group (ICG), it is also a great way to promote our members. If you are unaware, ICG is a practitioner-focused and very active membership group for coaches, consultants, researchers, HR/People Analytics professionals, and academics to share ideas, create content, conduct research, develop leads, work together on projects, and more. We offer programs for new graduates as well as very established consultants/coaches.

Our focus - a few thoughts to consider

Considering the “perfect storm” mentioned before, I believe we should focus on the topics that are on the minds of everyone and try to answer these questions and more:


  • What does the future of work look like in the US and abroad?

  • What tools are available to help employers transition a workforce and build a high-performance culture while reducing burnout, stress, and the requirements of a traditional 9 – 5 workplace?

  • Across all these dimensions, we strive to publish content that aligns with our organizational commitment to diversity, equity, and inclusion.

  • Concerning diversity, equity, and inclusion, are companies really embracing these important issues, or is it just a fad that will go away when the media turns to a new topic of interest? Is an understanding of DE&I enough, or does accountability need to be included for real change to occur? Should “R” for respect also be included in these initiatives? What is our responsibility as IO practitioners to help companies make this transition?

  • How can companies attract, retain, and motivate the best talent? What assessments are considered to be valid predictors of success and also inclusive to all who apply? How and when should self-report assessments be used? How does AI change the assessment process, and what concerns should employers have when implementing them in their hiring practice?

  • How can HR shift to People Analytics without losing the “human” side of the business?

  • Usefulness: readers want to stay on top of new developments in management thinking, but also to change the way they and their organizations actually do things. If you can explain your thinking so that the reader understands how to apply it in a real situation, that will make it more powerful.

  • Evidence: It’s not enough to know your subject deeply — you have to prove it to the reader. Referring to supporting research is one good way to do this; describing relevant examples is another.

  • Stretch thought – considering the new technologies, do you see the new workforce expanding around the globe? Think about this for a moment: if we had a tool that would help employers perfectly match individuals with teams based on the parameters and requirements of a project, how would that change the way in which employers hired workers? Is it possible that employers may start hiring contract workers for projects? This would eliminate expensive benefit packages, keep jobs interesting for workers, and more. If you do not use services like upwork.com, you should research the model. Upwork is successful without any matching tools or sophisticated algorithms. All they do is allow employers to list jobs and contractors to advertise services…earning them over $1b annually! I’m working on a tool now.

How to Get Started
STEP 1:   Identify the biggest issues or challenges employers and/or workers will face as jobs are moved away from in-house employees to remote contract-type positions. 

STEP 2:  Brainstorm with leaders in the field and research to find novel solutions that haven’t been discussed before (if possible). Be creative! Use this opportunity to reach out to well-known authors, researchers, and academics to share thoughts about this important topic. Gain permission to reference them in your work. 

STEP 3:  Develop an outline of important topics to address.

STEP 4:   Start writing your first draft. Don’t limit your thoughts by dividing up the work too early. Submit a very rough first draft to your partners and then combine the best ideas into one chapter. 

STEP 5:  Meet often and ask for help when needed!  Have at least one team member attend every Monday meeting.

What are the 10 Dynamics

At ICG, we categorize IO consulting strategies into ten different dimensions that we call The 10 Dynamics. The dynamics are:


1. Leadership & Self-Awareness

2. Market Research & Branding

3. Strategic Planning

4. DE&I

5. Assessments & Selection

6. Motivation & Engagement

7. Staff Development & Team Building

8. Performance & Culture

9. Training & Coaching

10. Balance & Wellbeing


Our idea is to find 2-3 experts within each category and write a chapter dedicated to each topic. This is a fast turnaround project. Knowing that each of you has already written work in your specific field, we hope this will not be difficult to achieve. Each team will designate a team lead to meet with our group on a bi-monthly basis.

Book Specifics and Deadlines

Book Specifics

• Chapters should be a minimum of 2,500 words but no more than 4,500.
• APA style with in-text citation
• Use Grammarly before submission of your 1st draft
• We will have two rounds of edits to ensure the consistency of our message
• First drafts will be due 7/21
• We will return an edited copy for you to review and resubmit before 7/31
Our plan is to submit it to the publisher no later than 9/15.


We will submit the work to HBR Press for consideration. However, if they decline to publish, we have a great connection to (AMACOM, a part of HarperCollins) as a backup. In the worst-case scenario, we will publish under the Ivy Consulting Group brand. I used to own a publishing agency (and technically still do) and could easily get this done.


More Information – and where we will document our work



Cost for Publication

Ivy Consulting Group is sponsoring the publication of this project. Fees that will be paid by ICG include editing and cover design. While the total cost is unknown, it is expected the costs could range between $10,000 – $20,000. ICG will recoup these expenses before royalties are distributed.  

Royalties and Income

As mentioned before, we do not expect to earn significant royalties on the publication of this book. Royalty distribution is up to the publisher and we will do our best to negotiate the best possible outcome for our contributors. If and when royalties are paid by the publisher and costs for producing the book have been recouped, all contributors will split the earnings equally.


One top priority for us to negotiate is the ability to purchase author copies at a significantly reduced price. Doing this will enable those of you wanting to conduct workshops and speaking events to purchase large quantities and profit from sales at your event.


After the final contents of the book have been approved, ICG will create a course for members on the company’s website that can be purchased by our members. In addition to readable content which may be edited as needed, authors will have the opportunity to add charts and input forms.


All contributors will be equally compensated for all sales.



For ICG members who are IVY Coaches or Certified Consultants, your content will be converted to a Lesson Plan and added to the proprietary ICG Business Building Course. This will be a great way to promote your services and gain new client accounts.



Ivy Membership Requirements

You are not required to become an Ivy Consultant or Coach to participate in this program. We do offer free accounts for Associate Members, and if you are not interested in participating in commissions earned on course sales, you will not need to pay for an account. However, if you would like to participate in commission and/or potential royalty income, you will be required to purchase a BASIC Account. Processing payments and sending out tax statements takes time and money. The small fee you will pay for a basic account will reimburse ICG for our expected expenses. If your ONLY interest is earning commissions, you may use the discount code Research2023 making the membership $10 per month.  



Harvard Business Review’s Guidelines for Contributors

At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. We try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. To do that, we enlist the foremost experts in management theory and practice to share their insights and counsel.


HBR covers a wide range of topics, including strategy, leadership, organizational change, diversity and inclusion, innovation, decision making, marketing, career transitions, work-life balance, and managing teams. We publish articles of many lengths (some in both print and digital forms, and some in digital only), graphics, podcasts, videos, and just about any other media that might help us share an idea effectively.


Here are the five qualities we look for when evaluating what to publish:

  1. Expertise: You don’t have to be well known to be a contributor, but you must know a lot about the subject you’re writing about.
  2. Evidence: It’s not enough to know your subject deeply — you have to prove it to the reader. Referring to supporting research is one good way to do this; describing relevant examples is another. If you have interesting data, let us know.
  3. Originality: New ideas in management are rare and precious — and one of the primary reasons readers turn to HBR. If you’re writing about a well-worn topic, we’ll be looking for a unique argument or insight. We’ll also be looking at how well it builds on what we’ve already published and whether it might inform or delight the HBR audience specifically.
  4. Usefulness: HBR readers come to us not only to stay on top of new developments in management thinking, but also to change the way they and their organizations actually do things. If you can explain your thinking so that the reader understands how to apply it in a real situation, that will make it more powerful.
  5. Writing that’s persuasive and a pleasure to read: HBR readers are smart and skeptical and busy. If you don’t capture their interest right away, they will move on to something else.


Across all these dimensions, we strive to publish content that aligns with our organizational commitment to diversity, equity, and inclusion. That means we look for pieces that are representative of the diverse audiences we serve. We will prioritize content that depicts a broad array of examples and points of view and we will ensure that our content avoids stereotypes, bias, and language that “others” or diminishes non-dominant groups.


General notes on process


We receive many more submissions than we can publish, and we often have to say no to good proposals due to limitations of space and time or because they’re not distinct enough from other pieces we have published. Due to the volume of submissions we receive, it can take several weeks for us to review an unsolicited proposal. If we’ve passed on something you’ve submitted, please feel free to try again with another idea. If our editors have said no multiple times, it may mean your work isn’t a good fit for our audience.


Our editorial process is more thorough than many other publishers’, and you may be asked to do multiple rounds of revisions. Contributors frequently tell us that they appreciate the extra care and attention their work receives.

We retain final decision rights over headlines. Our editors have spent years learning which kinds of headlines give HBR pieces the best chance of being read, found online, and shared both on social media and in offices around the world. If we rewrite your title, it’s because we believe the revised version will help your idea reach the audience it deserves.


We strive for authenticity in our articles and your work should be original. We don’t publish pieces that have appeared elsewhere, that don’t properly credit the ideas they present, that come across as promotional, or that do not include rigorous citations (though these may not appear in the finished piece). We ask our authors to disclose any financial relationships they have with companies cited in the proposed article. We will ask you to sign a copyright form before we publish your final piece, but authors continue to own the underlying ideas in their articles.


On the use of generative AI, we understand our contributors may want to use these tools to research story ideas and examples. We ask authors to share whether and how they’ve used these tools with their editor. And importantly, our authors are accountable for the accuracy, integrity, and originality of their content.


We try to evaluate ideas before we determine where and how to publish them. We will consider submissions that contain only a short pitch, and we can help determine whether the idea should become a magazine feature, digital article, podcast, graphic, video, or another format. That said, there are some differences between the submission processes for HBR.org and the magazine.


Process notes for HBR.org


HBR.org covers both timely and timeless management topics, from new research to practical advice to essays on the modern workplace or on current events. It’s helpful if you send us a short pitch first so that we can give you early feedback, but we need to see a full draft before officially accepting a piece — even if we’ve asked you to write it, and even if you’ve written for us before. (If you don’t have a relationship with an HBR editor, you can send your pitch through Submittable.)


Process notes for the magazine


The evaluation process for long-form features in the magazine is more formal. It’s fine to send a pitch for a magazine feature to an editor, but if the idea is promising, eventually you’ll be asked to submit a formal proposal and narrative outline. The proposal should answer the following questions, though it doesn’t need to be in a Q&A format.

  1. What is the central message of the article you propose to write?
  2. What is important, useful, new, or counterintuitive about your idea?
  3. Why do managers need to know about it? How can your idea be applied today?
  4. What is the source of your authority? On what previous work (either your own or others’) does this idea build?
  5. What academic, professional, or personal experience will you draw on?


The narrative outline should be no more than 800 words and should lay out the structure of the proposed article. We want to understand how the logic of your argument will flow. We also want to understand what evidence you’ll provide for your argument. Please illustrate your points with real-world examples or provide one extended, detailed example. (If you don’t have a relationship with an HBR editor, you can send your pitch through Submittable.)


Thanks for considering working with us.

Maureen Hoch

Editor, HBR.org


Amy Bernstein

Editor, Harvard Business Review

Last updated: May 15, 2023

Future Books

If all goes as planned, we intend on updating this book every three years so we can discuss current IO and work-related issues.

In addition, ICG Members will have the opportunity to publish complete books under the Ivy Publishing Brand in 2024.

In our business strategy, we plan on creating a series of Coaches Guides on:

A Coaches Guide to


1. Transitioning to a Contract Workforce

2. Statistical Analysis

3. Data Collection

4. Generating Leads

5. Automating Work

6. Leadership & Self Awareness

7. Motivating Remote Teams

8. Installing Long Term DEI Strategy

9. Improving Corp Profitability

10. Building a Coaching Practice

11. Branding

12. Increasing Client Retention

13. Understanding Client Needs

14. Working with Small Business Owners

15. Selling Online Course Content

16. Developing Training Platforms

17. Building a Website

18. Ethical Data Collection

19. Selecting a Target Market

20. Helping Clients Understand Blind Spots

21. Develop Flow in the Workplace

22. Preventing Burnout in Remote Teams

23. Executive Coaching

24. Increasing Employee Engagement

25. Developing Online Assessments

26. Identify Hidden Bias

27. The Peer Review Process

28. Intentional Culture

29. Developing a High-Performance Culture

30. Redirect Problem Employees

31. Time Management

32. Measuring Performance

33. Conducting Workshops

34. Building a Brand

35. Turn Frustrations into Solutions

36. Turn Employees into Profit Centers

37. Build a Business on a Budget

38. Hiring

39. Advertising

40. Understand KPI’s

41. Create a Sales Dashboard

42. Network

44. Create Loyal Fans

45. Develop a Referral Network

46. Starting a Non-Profit

47. Selling a Business

48. Organize Your Inbox

49. Prioritize Task Management

50. To-Do Lists

51. Delegation

52. Identify Future Leaders

52. Connecting with a Younger Generation

53. Expand Internationally

54. Project Management

55. The Latest Market Trends

56. Helpful 3rd Party Software

57. Differentiate Your Business

58. Organize Training

59. Reduce Expenses

60. Structure Your Business

61. Understanding Client Vision

62. Competitive Advantage

Group Meeting Info

Mondays · 11:30 am – 12:30 pm
Time zone: America/Chicago

Google Meet joining info

Video call link: https://meet.google.com/nug-igmh-cji

Or dial: ‪(US) +1 650-933-5215‬ PIN: ‪848 188 425‬#

More phone numbers: https://tel.meet/nug-igmh-cji?pin=9147169616077

We have attached a PRELIMINARY Book Collaboration Agreement for your review. This is not the final version.



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Date UpdatedNameChapterYour Interest LevelEmailThe chapter you would like to participate in writing:Have you published a book, research, or a paper on this topic?Have you met with your team?Why do you believe you are qualified to contribute to the content in this chapter?Questions or Comments – GeneralUpload Previous Work HereWhen will you be ready to start working on this project?
Date UpdatedNameChapterYour Interest LevelEmailThe chapter you would like to participate in writing:Have you published a book, research, or a paper on this topic?Have you met with your team?Why do you believe you are qualified to contribute to the content in this chapter?Questions or Comments – GeneralUpload Previous Work HereWhen will you be ready to start working on this project?











Book Contributors – “YES” Respondents ONLY

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5. Assessments & SelectionTunjiOkiEmail hidden; Javascript is required.
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