Writing meeting minutes can be tricky if you are not used to it. Every company has their own style or tips and tricks, but here are three language tips which could help you, or your team assistant, in the future:
When reporting what was said usually we use past tenses, but in writing meeting minutes it pays to at least start with the present simple. This should keep the grammar simpler in the rest of the topic (for the writer and the reader) and gives the impression that the minutes are up-to-date. Compare:
“Kevin discusses an overall overview of impacted headcounts by country. One of the German members was offered a new role and re-employed.”
“Kevin discussed an overall overview of impacted headcounts by country. One of the German members had been offered a new role and re-employed.”
“The spokesperson says that there were no questions from the countries in question.”
“The spokesperson said that there had been no questions from the countries in question”.
Vary the different verbs you use by finding synonyms for ‘says’ and ‘asks’.
Here are a few:
explains
questions
queries
requests
reports
challenges
states
raises (a question / point)
responds
replies
mentions
contradicts
(Try not to forget to add the ‘s’ / third person singular!)
Demonstrate and link conversations that were made by using some of the following expressions:
“In reference / Referring to this point, John states….”
“In reaction / Reacting to Mr. Miller’s point, John requests…”
“In follow up to / Following up Mr. Jack’s comments, John explains…”
“Continuing his topic of XYZ, Frank reports….”
Click here for more information on how to improve writing meeting minutes. If you have any comments or tips to add, please write them in the comments area below.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_50098475_M-e1392019099145.jpg9361683Martin Wheelerhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngMartin Wheeler2013-08-12 11:35:382018-06-06 12:29:53Writing Meeting Minutes: 3 Ideas to Help
Most employees are hopeful and positive when they start out in a new role. From the employer’s point of view it may have been hard work finding a suitable candidate to fill a specific post – you need to keep this newbie.
Most companies have an induction process, assign a mentor or buddy, and arrange for someone from HR and/or the line manager to spend time with the new recruit showing them the ropes. First days and weeks in a new role or a new company can be quite overwhelming. It all seems to be about learning – the newbie learning about what they have to do. How often though, hand on heart, can we say that we really invest time finding out what the newbie really wants?
3 Reasons to show an interest in what motivates your new employee
Showing genuine interest from the start makes the employee feel cared for and welcome.
Knowing what they want and how they like to work will help you manage them better.
You will start building up a trust relationship and employees are likely to feel motivated to contribute more than you expect.
3 Questions to find out what your new employee wants
What do you want from this post? You know what you expect them to do, but have they really thought about why they are here and what it is going to do for them?
What do you hope to learn on the way? This is an early indicator of things to come, and a great question for finding out more about attitude in general. If no interest is shown in learning, then perhaps you will see early on that this is a relationship that won’t be going anywhere. There are also those who expect you to tell you what they should learn and find the right training for them. And then there are those who have clear goals, and will not be afraid to say what they want – and they will definitely warm to this question.
How much support do you expect from me? Different people have different expectations. Some people may expect and want a line manager who controls every step they make. Others may want a boss who leaves them completely to their own devices. And there are plenty of options between these two extremes. Doesn’t it make sense just to ask? Once we know , we can try and work around these expectations. But if we don’t know, how can we possibly be aware of whether we are keeping them happy or not?
3 Possible outcomes of not discovering what your new employee wants
Allowing the wrong people to pass the probationary period. Getting some clear answers early on shows you so much about attitude. Making the wrong decisions in terms of the probationary period can be a costly mistake, de-motivate other members of the team.
Losing great employees. If no interest is shown, then those employees we really want to stay, will eventually move on to the competition.
Never getting the full potential. An employee may do their job well, but if they feel that you care what they want and are doing something to help them achieve it, they are just going to give so much more.
We only suggest three questions you could ask to find out more about what your employees want. There are hundreds out there. We’d love to hear what questions you use. Why not share them with us by posting in the comments box below?
https://www.targettraining.eu/wp-content/uploads/2013/08/Fotolia_55989663_M-e1396367087655.jpg5011325Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-08-07 11:45:552018-06-06 12:29:53Getting to know what your employees want
Writing request emails can be very tricky at times, especially depending on the person to whom you are writing. Many of us work in large, international companies and communicate with colleagues from all over the world. We all depend on others for information that we need to do our job effectively and on time. It can be difficult to ask someone for something that is very important to you, but might not be important to them. It’s important to be careful how you request things in English, as some phrases could seem rude. Here are a few things to keep in mind when writing request emails:
3 reasons to avoid being direct when writing request emails
1. Damaged relationships. Your directness could be taken personally. This could lead to a damaged relationship between colleagues. 2. Increased costs. If you think someone is being rude to you, you are less likely to help them quickly, if at all. This could slow down the speed of information exchange, delaying projects and thus increasing costs. 3. Decreased Quality. If someone reads a direct email and gets offended, it could cause the recipient to not focus on the important topic of the email and not get you the exact information you need. Then you will have to ask at least one other time for more information, which leads to valuable time being wasted.
3 solutions to use for more polite emails
1. Begin your email politely with phrases such as:
“I hope all is well today.”
“Thanks for the email and information.” (responding to an email)
“I hope everything went well with the meeting last week.” (referencing a known event)
2. When requesting something, use the following phrases:
“Could you please send me the _______? It would really help me finish the ____.”
“I would appreciate it if you could send me the ________. This information will allow me to _______.”
“Would you be so kind as to send me the _____? It is important that I have it by Wednesday in order to ______.”
3. End your email using a polite close with a sentence like:
“Thanks for your time and have a good day.”
“I look forward to hearing from you soon.”
“Thanks for your assistance and enjoy the rest of your day.”
3 outcomes to help your business when writing request emails
1. Improve business relationships. You improve rapport with the other person, which will lead to smoother and more comfortable interaction going forward. People like to help those who are polite to them. 2. Receive information faster. You will get the information you need in a timelier manner, which will help you keep your project deadlines and avoid unnecessary delays and costs. 3. Ensure quality and save time. People like to do a good job for those who they feel respect them. They will make sure to take the extra time upfront to get you what you need. This then avoids having to chase the person with multiple follow-up emails if they send you incomplete information the first time.
Taking a few extra seconds each email can help you build relationships, save time, and eventually money as well. Why not start improving your communication and productivity when writing request emails? Click here for more information on how you can improve your writing at work. Let us know of any other tips you might have to share in the comment areas below.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-08-05 12:16:122017-03-23 11:05:09Writing Request Emails: 3 Solutions to Help
If you work in accounts receivable, then you know how difficult it can be to call customers about overdue invoices. If you’re working in a second language, then the challenges start to multiply: the person might not understand you, they might be rude to you or they might get defensive when you ask for payment. For these reasons, many accounts receivable professionals prefer to write emails or letters about overdue invoices. However, it’s important for you to pick up the phone and speak to the accounts payable department personally.
Three reasons to call, not email, a client regarding an outstanding invoice
Personal contact can help maintain a healthy working relationship with your customers.
Consistent personal contact can show you’re serious about collecting payment on time. It might be helpful to manage your calls with a call log so you don’t call customers too often, which can be seen as pushy.
Your firm will be proactive in comparison to other firms who are content to write emails and hope for payment.
Three English phrases for politely enquiring about outstanding invoices
‘Hello, my name is John Smith from ABC Company. I’m calling regarding invoice #1234 in the amount of €1,000,000; due date July 1st, 2013. Do you have the same information in your system?’
‘Do you know when we can expect payment for this invoice?’
‘How can we support you in the payment process?’
Three possible outcomes of calling, not emailing, clients
Your patient attention to a client’s payment situation now might turn your company into a preferred supplier later.
Establishing a personal relationship with your accounts payable contact person will help make future payment issues easier to solve. Even if you’re billing a large company who outsources accounts payable, establishing a relationship with someone responsible for approving payments can make outstanding invoices easier to close.
Your phone call starts a dialog with the client, unlike an email or letter. A conversation will give you the chance to ask about the overdue payment, but also about other issues connected to the customer’s account: are invoices coming on time? Are invoices being received by the appropriate department? Is there anything you can do to help them?
If you have experience working in accounts receivable, perhaps you know more strategies for collecting payments effectively. If so, please feel free to make a comment in the comments section below.
Change management is something we all have to deal with on a daily basis. It would be nice if all of our ideas were easily put into action without any people resisting the change. These “resisters” can fight change for many reasons: they are comfortable with how things are, they have different ideas, they don’t see your issue as a priority at this point, etc. No matter the reason, we have to find ways to get the resisters on our side in order to implement the change we feel will benefit our department, or company as a whole. You may think it is easier to ignore these people, but that may lead to problems in the future.
3 problems that can arise if you don’t deal with resisters
The transition is slowed down. When you are looking to implement a new process, the speed of transition is important. The longer it takes to implement the new process and get people trained on how to use it, the more expensive it is. The sooner everyone is on board, the better.
People working against you and your change. If you don’t get buy-in early from people, some may make it a point to make the change difficult to carry out and work with the new process. This will cause the change to be seen as something that made things more difficult, instead of bringing about positive results as planned.
Future buy-in issues. If someone resists change on one project, they are likely to do the same for future initiatives you may introduce. Things may become personal and what may seem to be small issues, can turn into regular resistance in the future.
So, not addressing those who are resisting change early enough can lead to a number of negative outcomes. How do we deal with resisters, then?
3 solutions to deal with resisters
Use another tactic. Take the time to listen to the “resisters” and find out what is important to them. Take this information and shift the focus of your change a bit to take their preferences into account. If you make an effort to show them you are working together, they will be more likely to buy in and support your efforts.
Start low. If upper management is resisting your change, then start from the bottom and move your way up. Building support at levels below you, as well as at your level, may allow you to gain strengths in numbers. Then you can go to management and restate your case.
Make friends with those closest to your resisters. By befriending administrative assistants, co-workers, and people who report directly to those who are resisting your change, you can share your ideas and increase the chances of getting your message across. People listen to and trust ideas coming from close colleagues or friends.
Once you try one, or more, of the possible solutions, you will start to see some positive results.
3 possible outcomes from dealing effectively with resisters
You will turn adversaries into allies. The more people that are working with you, as opposed to against you, at work will allow you to get more things done. Plus it provides for a more comfortable working environment.
You will be seen as more credible and competent. If you can implement change quickly and effectively, you will be seen as a good leader and someone who can get things done. This can lead to a number of great career opportunities in the future.
Your company culture will be more open to change. People naturally resist change, but once they embrace some change, it is then easier to embrace more and more. A company culture that is open to change is open to progress which can lead to better business results.
Change management will always include dealing with those who resist change. Try a few of the solutions above and let us know what worked for you in the comments area below. Also, click here for more information on Target Training’s seminars designed to help you handle conflict within your organization.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-07-17 12:20:112014-01-10 11:35:28Change Management: 3 Tips on Dealing with Resistance
In any language, apologising in business is one of the hardest things that anyone has to do. It’s not always easy admitting that we are wrong. If we are not careful, apologies can quickly turn into excuses, and eventually switch from “I’m sorry for what I did” to “I’m sorry you feel that way!”
Reasons to apologise correctly
Not apologising correctly can lead to:
Damaged professional relationships
Delays in information exchange
Time wasted handling unnecessary issues
So what can you say to avoid these issues and make sure your apology is appropriate?
“I’m so sorry” is always a good way to start!
Phrases to use to ensure an appropriate apology
Informal I was wrong. I shouldn’t have said/done that. I made a stupid mistake. I’m genuinely really sorry.
Formal Please accept my sincere apology. My comments to you were ill-advised. There is no excuse for my behaviour. It was not my intention to… I’m terribly sorry.
The key to a successful apology is sincerity. If it doesn’t sound like we mean it then the apology has failed. Clustering a few sentences together often sounds more sincere, for example, “Please accept my sincere apology. My comments to you were inappropriate and there was no excuse for my behaviour.”
Outcomes of a sincere, appropriate apology
Respect from colleagues that strengthens your business relationships
Faster and smoother cooperation with colleagues
Opening up time not spent dealing with the “clean up” of a bad apology
Have you had experience in apologising to someone in English? What did you say? Did it go well? Let us know in the comments area below. Feel free to check out some information on our seminar for delivering difficult news by clicking here.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Jonny Westhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJonny West2013-07-15 12:11:112014-01-10 11:26:14Apologising in Business: Quick Tips
Motivating people isn’t easy no matter what position you hold in the company. There is an old Japanese proverb which says ‘the bamboo that bends is stronger than the oak that resists.’
A common mistake
I was reminded of this recently when working with a client who was responsible for communicating a company-wide change. He needed colleagues in three different global locations to log in to an existing system and perform a task before the system could be replaced with a different, better tool. It would take them 5 minutes. The most efficient way to communicate this request? Email of course. Easy he thought….wrong I’m afraid.
The first email he sent was a masterpiece of clarity and politeness. It laid out beautifully what was changing and how. The instructions were clear and easily understandable, (even when put through an online translator tool and back. Trust me, he tested that). There were six weeks until the deadline for the switch to the new tool, plenty of time.
The countdown began….
Four weeks before the deadline and two reminder emails later – only 54% of colleagues had carried out the request….
Three weeks before and another reminder, 61%….
Two weeks before and another reminder about the reminders, 69%….
One week before the deadline, another two slightly less polite but very clear reminders and still only 82% of his colleagues had carried out the request.
Why weren’t his colleagues more motivated to make the change? There was time for one last email, and this is when he came and saw me.
‘What’s wrong with my English?’ he asked me. ‘Nothing’ I said. ‘You’ve told them what will happen, you’ve simplified the technical language so even I can understand it and your instructions are clearer than those for an IKEA flat pack’. ‘So why are they so reluctant to make the change?’ he asked. ‘Simple’ I said. ‘They’re made of oak, and you want them to be bamboo.’
Realizing what your message should say
Before he thought I’d completely lost it, I told him the proverb and explained that at the moment, his colleagues were the oak trees. They knew how the old system worked and didn’t want to change to the unknown. If they were going to be like the stronger bamboo, they needed to know why they should bend. ‘That’s simple’ he said. ‘The old tool often asked you to repeat information and it could take a long time to enter data. The new tool only asks for information once and is far more accurate. Their life will be much easier. It will all be much quicker which will make their customers happy too.’
Great, that should make everyone happy, but where did it say all this in the original email? It didn’t, and there was the root of the problem, (or oak tree).
Normally, when communicating a change via email or group media, the biggest concern is making sure the ‘what’ and ‘how’ is explained as clearly as possible so people understand what they must do. It’s easy to lose focus of the motivational side, the ‘why’.
Getting results with your emails
It doesn’t matter how polite your request is, if people can’t relate it to themselves they will resist. To avoid this, try following these five simple steps:
Explain what the change is
Explain why it makes sense
Explain why they should care about the change, (what’s in it for them)
Explain how the change is going to happen
Explain what you need them to do and when
Of course, these can be applied to any situation where you’re asking people to make a change, whether it’s by email or face to face; to 1,100 or 10,000 people.
By the way, the deadline was met, the new tool was launched and it has proved a success. I’m not so sure my client would be so ‘Zen’ as to say he’s now surrounded by a forest of bamboo trees, but I do know he didn’t have to send 12 reminders when he next asked people to do something.
Click here for more information on to work effectively in virtual teams. Also, let us know in the comments areas below if you have had any similar situation in your job, and what worked for you.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-07-10 11:45:392014-01-10 09:57:46Motivating People: Using Emails Within a Virtual Environment
A common problem we hear is how writing emails in English can cost just too much time. One solution that works for many people is to begin building a “toolbox” of useful phrases. It’s a simple idea– you just start keeping a list of common and useful expression, perhaps on your desktop or in a notebook next to your keyboard? There’s nothing wrong with reusing some standard phrases if it helps save you time and communicate clearly. You probably already have 2 or 3 sentences you reuse again and again.
20 expressions for closing an email
Sometimes it’s difficult to find the right tone. Should the closing be formal, or informal? To help you find the right words when you need them here are 20 great expressions for closing an email. As you read through them ask yourself two simple questions:
When would I use this?
When will I use this?
Expressions for thanking
Thank you for your help. / time / assistance / support
I really appreciate the help. / time / assistance / support you’ve given me.
Thank you once more for your help in this matter.
Expressions with a future focus
I look forward to hearing from you soon / meeting you next Tuesday.
I look forward to seeing you soon.
I’m looking forward to your reply.
We hope that we may continue to rely on your valued custom.
We look forward to a successful working relationship in the future.
Please advise as necessary.
I would appreciate your immediate attention to this matter.
Expressions for showing them you want to help
If I can be of assistance, please do not hesitate to contact me.
If you require any further information, feel free to contact me.
If you require any further information, let me know.
Please feel free to contact me if you need any further information.
Please let me know if you have any questions.
I hope the above is useful to you.
Should you need any further information, please do not hesitate to contact me.
Please contact me if there are any problems.
Let me know if you need anything else
Drop me a line if I can do anything else for you.
You can check out more ways to improve your writing at work here. Don’t hesitate to comment below if you have any questions or additional phrases you’ve used that work.
Intercultural training seems to be more popular than ever. But there is more than one way to define intercultural training.
From my perspective, there are two main areas of intercultural training. The one I see the most, and the one most people seem to ask for, is training about how to act and how not to act in a given country. Simply put, people want a list of “Do”s and “Don’t”s.
For example:
“Should I give my host a present in Iran?” or
“Do they kiss or shake hands when they meet in Mozambique?”
This sort of advice can be useful if you are in a hurry and you want to be aware of the tricky situations. But, does it really help you to do business in the country? And, do you need a list for every country?
Think for a moment of your own culture. Can you really tell someone how they should act when they come to your country? Do all of the people in your country act the same, react the same, talk, walk or dress the same? Of course they don’t.
Looking at Intercultural Training a Different Way
So, yes, lists of how to behave can help you if you are in a hurry and that is all you have. But, there must be more to intercultural training.
The second type of intercultural training, and the one that I prefer, is about intercultural awareness. Using models such as Trompenaars Hampden-Turner’s seven dimensions of culture or Hofstede’s cultural dimensions theory, you can learn how to interpret behavior and adapt your own behavior accordingly.
Once you know what to look for, you can become better at observing a culture and working out why they behave the way they do. You can then do a much better job of working out what you should do and why you should do it.
One advantage of looking at the dimensions of culture is that you can apply these to any culture. You are no longer dependent on having a list for a specific country, so you can then apply the dimensions to any culture.
Getting Results in Business
Additionally, once you understand more about why people act a certain way, you can start to think about how you should act when performing different tasks, e.g. presenting your product, selling your service, negotiating or arguing.
For example, a list of intercultural tips might tell you that in a certain culture people come to meetings in twos or threes but never alone. But, when you look at why they do this, it might be because they value communitarianism over individualism. This information can really help you to do business with these people.
So, when you are looking for intercultural training, remember to look for intercultural awareness. This will help you understand why people act in certain ways which will let you make your own decisions about how you should act. Let us know in the comments section below about your experiences.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-07-03 11:55:572014-01-10 09:44:20Intercultural Training: Rethinking the Do’s and Dont’s
When giving bad news in an email, it’s extremely important to communicate ideas clearly and respectfully. In the email below, Carl Lane has been forced to give his colleagues some very bad news. Mr Lane does some things well in this email, but there are also some things he can improve. Read the email, and then read our tips for giving bad news in written form.
Sample email:
Dear colleagues,
As manager of the TURN project since 2008, it has been my pleasure to share in your success and watch the development of the project from the very beginning. All of us have worked hard and shared in TURN’s success. Now, I am faced with the most difficult task I have had as manager of this project. We received this news one month ago, but wanted to wait until we felt the time was right to deliver it.
I am very sorry to inform you that the project has been canceled effective July 1st, 2013. As of then, all project positions, including assistant and secretarial, are terminated.
There are many factors involved with the cancellation of our project: our failure to secure the PX19 contract, the recent 10% increase in material cost and a 30% drop in Sales were all involved. Every employee of the company knew these developments were negative in terms of our bottom line, a fact that the Board communicated via company-wide email in December, 2012. Despite these difficult circumstances, every member of our team worked diligently to help our project succeed.
I would like to thank you for your hard work over these past five years. If you have any questions regarding this very unfortunate news, please do not hesitate to get in touch.
Sincerely, Carl Lane
Positive points to use in your emails:
• He writes respectfully (but not too formally). Employees should always treat each other with respect, but at a difficult time like this, it’s especially important for the team to know that their work was appreciated. It’s also important to use the correct level of formality. Too formal and you can sound rude. Not formal enough and it can seem like you’re not taking the situation seriously enough.
• He states the reasons for the cancellation. This is major news, and the employees deserve to know the causes for the change. It should never be left to the employees to speculate about what happened.
• He mentions written records of past performance. Mr Lane mentions the memo written by the Board in December. Even though they didn’t save the project in the end, it’s important for employees to know management was aware of the problem and working to solve it.
Things to avoid or do better in your emails:
• He doesn’t address other people affected by the news. Mr Lane says that employee positions are canceled, but he doesn’t mention any of the other people who might be affected by the cancellation. This could include clients and investors.
• He doesn’t mention anything positive. The news is bad and there is no hint of a future for the members of the project. Is the company possibly looking for other investors or is there a chance the project could be saved? Employees might be confused by this lack of mention of the future.
• He didn’t deliver the news immediately. Unfortunately, Mr Lane waited to deliver the news. Perhaps the company wanted to see if the situation would improve, but the employees deserved to be informed about the situation.
Giving bad news is never easy, but by keeping the above guidelines in mind, your bad news letter can be written in an effective, respectful way. For more tips on this sensitive subject, please check out this link. Do you have something to add to this post? We’d love to hear your thoughts in the comment section below.
Time management does not come naturally to me. Managing my own time is something that I have had to work at. And, good time management is something that I find works best if you apply one or two systems. Here are my two tips for improving your time management:
1. Use a calendar
Sounds simple, yes? But, I use a calendar for everything. Every meeting and discussion that is planned goes into my calendar. Additionally, I also include tasks that need to be done, followed by planning the time for these tasks and then blocking the time in my calendar.
I plan long-term, non-urgent tasks in advance and block the time to complete them.
At the start of each day, I write a list of any additional tasks that need to be completed. Where possible, I include the time of the day when I will do these things. Each task gets crossed out once it is completed. If it is the end of the day and something has not been crossed out, I put it into the list for the following day, or find an actual time-slot in my calendar to perform the task at a later date.
2. Keep your inbox clean
Again, this sounds simple. But, almost every day I see someone’s inbox with 200+ emails and 50+ not even read. Part of my solution is to be honest with myself. If I really don’t think I will do anything about an email, I won’t keep it in my inbox “just-in-case”.
When reading a new email, I immediately decide if I’ll do something with the email. If not, I will delete or archive it. If I plan to do something with the email, I’ll either do it straight away (for small tasks) or plan the task into my calendar. Once the task is planned, I’ll move the email to the relevant folder and also put a copy in my calendar if necessary.
It seems that a lot of people use their inbox as a “to-do” list. They leave the email in the inbox as a reminder to do something and this is how they “plan” their work. But, cleaning out my inbox forces me to actually plan tasks in my calendar and make time for the tasks.
Both of these ideas are simple. What works for me is the combination of the two ideas. Why not share your own time management ideas in the comments below? Also, click here for information on how to further improve your time management.
A question is a question, right? There really isn’t a difference between open and closed questions, is there? Take a look at the brief conversation below:
Bob: “Are you satisfied with the prototype?”
John: “Not exactly.”
Bob: “Could you suggest some changes?”
John: “Hmm. Well. No, not really.”
Bob: “Should we speak about this later?”
John: “No, thanks.”
Open and Closed Questions
Do you notice a trend here? Yes, it seems that John is a slightly boring conversation partner. However, on the other hand, Bob doesn’t seem to be asking the right questions. All of his questions are closed questions. Closed questions require only a yes or no answer. When we need information from customers and clients, it might be more useful to focus on open questions. These are questions that give our conversation partner the chance to give us more information. Open questions are an important conversation tool and can help us get the details we need to do the job right. Below, you’ll find some closed questions and an alternative, open version of the question.
Closed questions:
1. Did you read the report I sent you?
2. Do you agree with what Mr Smith said?
3. Do you like the proposal?
4. Do you have any questions?
5. Is price an important factor in this decision?
6. Can we move forward with the project now?
These questions above are grammatically correct, but they can be improved to give your colleague or client the chance to speak. Asking open questions is a win-win: you get the information you need, and your client or colleague feels that he or she has the opportunity to talk to you and really share his or her opinions.
Open questions:
1. What did you think about the report I sent you?
2. What’s your opinion about what Mr Smith said?
3. What are your thoughts on the proposal?
4. What questions do you have?
5. Could you tell me about your budget?
6. What’s your timeline for this project?
Using Open Questions for Results
Now that we’ve seen some open and closed questions, let’s re-visit John and Bob’s conversation and improve Bob’s questions.
Bob: “What did you think about the prototype?”
John: “I thought the design was quite good, but in terms of functionality, it’s still not what we need.”
Bob: “How can we improve it?”
John: “I have to say functionality is the most important thing at this point. The design is fine, but we need better performance.”
Bob: “When would be a good time to meet to discuss the next steps?”
John: “I’m free tomorrow at 1 o’ clock. Does that work for you?”
With the help of open questions, John gives Bob the feedback he needs to improve the product. Please feel free to share your comments in the comments section below.
Chad Phillips
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-06-24 12:13:592016-10-10 15:01:16Open and Closed Questions: What’s the Difference?
June 26th marks the 50th anniversary of American President John F. Kennedy’s ‘Ich bin ein Berliner’ speech in West Berlin. Kennedy’s historically significant address came after the Soviet backed East Berlin had erected a wall to prevent ease of movement. Although delivered on a German platform the speech was intended for the world’s stage. So why are we still talking about this speech? And better yet, what can this speech teach us about doing international business in a global company?
Kennedy successfully draws in his audience and creates connection with the West Berliners by uttering a few words in German. Kennedy connected with his listeners by delivering a simple yet passionate message. With his distinctive Bostonian accent, he is able to relate to the crowd by employing the language of his host country. Although some believe his declarative is really a cry about his similarity to jelly donuts, he left the podium with cheering crowds. Hence Kennedy provides an excellent model of what the visitor in a foreign country should thoughtfully replicate.
Quick Tips on doing business internationally:
Learn a few words in the language of your host country. When meeting with global business partners, an attempt at the local language can establish more rapport and trust than people care to realize. A simple greeting and ‘thank you’ can go a long way.
Know the name of your partner’s nationality. Yes, you are communicating with colleagues and customers in English. Therefore, you should know that people from Prague are Czech, people from Amsterdam are Dutch and people from Athens are Greek. And of course, citizens from Berlin are Berliners.
Be aware of the local political, social, economic climate of the place you are visiting. You might just be in the country for a few days doing business, but your business partner lives there and is impacted and influenced by their local landscape. However this is not carte blanche to act like an expert and give advice because every language has a word for someone who is a Klugscheißer.
Moreover compelling communication is not about your agenda, your priorities or your end game. It is about understanding the needs and concerns of your partner, appreciating their point of view and adding value and meaning to the relationship.
So, have you had your jelly donut moment yet? Let us know, or if you have any other tips on doing business internationally in the comments are below.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-06-19 12:58:242014-01-10 09:26:58Doing Business Internationally: What JFK Can Teach Us
When I was a kid I used to love Christmas and birthdays and all the presents that came with them. The part I hated was the thank you letters my parents made me write afterwards. Of course I didn’t appreciate how necessary they were at the time,after all I’d said thanks after tearing off all the paper, hadn’t I? But learning to show appreciation and gratitude is probably one of the best lessons parents can teach. I may not have been grateful then, but I definitely am now.
Now, working in virtual teams, I find myself offended when someone doesn’t say thank you. You answer their email, do something for them, and somehow the conversation isn’t closed with a simple thank you.
It is really only a few words, how much can it hurt to write back a couple of words to someone who has helped? In the virtual setting the normal face-to-face office environment is missing.We therefore need to make sure that we make up for that.So, just write a simple thank you mail. It only takes a minute and, if you use some of the phrases below, it might only take a few seconds. It will though, dramatically improve the reader’s feelings toward you– and they might be that much happier to help next time.
Phrases for saying thank you:
The phrases here are ordered according to the level of formality or the importance of what they did. Use a phrase, and add a sentence or two to personalize the message – it really doesn’t need to be long.
I would like to express my sincere gratitude for…
I am very grateful for …
I really appreciate ……
Thank you so much!
Thanks for your … (time, contribution, effort, etc.)
Thanks.
An example thank you email:
Hi Karen,
Thanks so much for helping me out this week with the mini-staffing crisis. You really helped the team and I particularly appreciated your flexibility and eagerness to try out something new.
Thanks again,
Kate
Showing considerateness is an important part of working in virtual teams. Let us know if you have any other suggestions in the comments area below.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2013-06-17 12:31:272015-12-17 14:35:21Virtual Teams: The Importance of Saying Thank You in Emails
Do you often take part in meetings or workshops? Do you have trouble remembering the names of new people?
In my job as a trainer, I often spend whole days running sessions with people who I have never met before. I make a point of remembering the names of all of the people. I am often asked how I remember everyone or if I have a great memory.
I don’t have a great memory, but I do work on remembering the names. How do I do it? There are two things I always do.
2 Easy ways to help you remember names
As a trainer, when a new group of people comes into the room, I draw a map of the room in my notepad. I then ask the people to introduce themselves. I write their names on the map and try to include one or two extra details: job title, responsibility, etc. If I am a participant in a meeting, I also look for an opportunity to find out who is who. If everyone introduces themselves, I write their names in the appropriate position on the map. If I am not sure who someone is, I simply ask the person next to me.
Whenever I talk directly to someone in the room, I make an effort to use their name.Always! At the beginning of the day / meeting, I need to use my map of the room first. I check quickly on the map, note the name and then address the person. Once I have addressed someone 3 or 4 times, I find that their name sticks in my head. At this point, I no longer need to look at the map.
Incredibly simple! First, I write the names of the people on a seating plan. Then, I use the name at every opportunity. The more I use it, the quicker I will remember it.
Why not try this yourself at the next meeting that you attend? Let us know if you have any other tips for remembering names in the comments areas below.
Do you have to conduct job interviews in English? Job interview language, and which grammar tense to use, can be tricky at times. Never sure if it’s ‘have worked’ or ‘worked’? Get confused by ‘have done’ and ‘did’?
Job interviews usually involve discussing the experience the applicant can bring to the position. Everyone’s experience is based on events in their lives and some of these are finished and some are not. Below is some information that should help you prepare to conduct job interviews in English.
Job interviews in English: example of an interview conversation
Below is an example of a typical interview conversation. There are several examples of both tenses being used in parallel in a job interview. Which events are finished and which are ongoing in Ms Brandy’s life?
Good morning Ms Brandy, please have a seat.
Good morning Mr Jones, it’s a pleasure to meet you.
Could you tell me who you work for at the moment?
I work for Frank and Banowitz importers.
How long have you worked for them?
I’ve worked for Frank and Banowitz for the past three years.
And how long have you worked in the marketing department?
I’ve been in the marketing department for the past six months.
You know this job requires a lot of travel. Have you done much traveling for business?
Yes, the job I had before Frank and Banowitz at an insurance company required me to travel monthly.
And why did you leave that position?
I got a more interesting position at Frank and Banowitz.
Have you had any experience in advertising?
Yes, I’ve spent the last few years working part-time as an advertising consultant for schools offering summer language courses.
That’s interesting. How successful have you been?
The school I’ve worked for has had quite a few more registrations as a result of my collaboration.
Very interesting…
Note how the interviewer (1.) asks questions using ‘have you + past participle’, unless he wants to know more about one of Ms Brandy’s experiences. At that point, he then switches to the past. (‘Why did you leave that position’?). The ‘have you’ questions focus on Ms Brandy’s life experiences which are relevant to the job interview of today. The past question deals with finding out more information on why Ms Brandy left the first job she had. It is an important question, but is about a finished experience for her.
It is a good idea to practice the different tenses used in an interview by analyzing your own CV and writing down questions you would expect to be asked in an interview for your team leader’s position. Feel free post your answers, or any other questions you might have, in the comments area below and we will get back to you with some feedback. Make sure to check out how Target Training has helped professionals improve their writing skills at work by clicking here.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Martin Wheelerhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngMartin Wheeler2013-06-10 12:00:092014-01-16 08:01:57Job Interviews in English: Using the correct language
In a recent conversation, one of my program participants mentioned the workplace value of the skills of moderation and facilitation. This conversation piqued my interest, so I searched the Net for the best books about facilitation and chose one that is considered a classic text on the topic of facilitation: The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches by Roger Schwarz.
As a trainer who very often works with groups, one of Schwarz’s theories caught my eye: establishing ground rules for groups. Schwarz compiled a list known as The Ground Rules for Effective Groups that help make sure groups are communicating effectively. Below, the nine Ground Rules are listed with a short description (some or all of these rules can be adopted, or the group can create their own, at the first group meeting).
9 Ground rules for effective groups
1. Test assumptions and inferences – making inferences from available information is a valuable skill, but what if we make these assumptions based on incorrect information or a misunderstanding of what someone else said?
2. Share all relevant information – If members of the team don’t share all of their information, this can lead to incorrect decisions. Even worse, if it’s discovered later that someone withheld information, it can cause major problems.
3. Use specific examples and agree on what important terms mean – If important terms are fully defined, team members can be assured that they’re speaking about the same issues in the same way.
4. Explain your reasoning and intent – If you can explain your line of reasoning to your colleagues, they’ll be better able to understand where you’re coming from. In addition, listening carefully to your colleagues’ explanations will help you understand the situation more fully.
5. Focus on interests, not positions – Closely linked to Ground Rule 4, number 5 suggests that we discuss the interests of the people involved and not the position they are taking. Rather than, for example, “He says the budget can’t go up, but I want a new computer,” think, “He needs more money for the advertising costs, but I can’t process the graphics with my old, slow computer.” Then, we’re thinking in terms of what people really need, instead of what we think they might want.
6. Combine advocacy and inquiry – In a nutshell, this ground rules means that when you state an opinion, you ask for comments and questions immediately.
7. Jointly design next steps and ways to test disagreements – Agreeing on a system for solving disagreements beforehand can save time and make sure disputes don’t bring the meeting to a halt.
8. Discuss undiscussable issues – Bringing sensitive subjects out into the open needs to be handled very carefully, but can ultimately lead to a group that is moving forward rather than constantly avoiding an uncomfortable conversation.
9. Use a decision-making rule that generates the degree of commitment needed – If these (or other) ground rules are followed, hopefully all members will feel that they have all the information necessary to make an informed choice and that their voices have been heard. If this is the case and a consensus is reached, every member of the team will feel more dedicated to following-up on the decision, as they they have been an active part of the decision-making process.
The short description of the ground rules above doesn’t really do the book justice. If you’re interested in this topic, I’d recommend getting a copy of The Skilled Facilitator for yourself. If you have experience with groups that work well together (or more tips for how to make group interaction more effective), please share them with us in the comments section below. Click here for more information on how you can build effective groups and teams.
A stone makes a chip in your windscreen. If you leave it, it will spread and a small crack will become significantly larger, and likely more expensive to repair. Leave it too long and the chances of you having to replace the complete windscreen are pretty much guaranteed.
Being unhappy with one of your team’s performance in a task can be like that original chip. If you avoid the issue and do nothing, the action will be repeated or increased. Over time the situation will escalate and you are likely to become more judgmental than objective. Dealing with a performance related issue in a timely manner is key to stopping the problem from increasing or spreading like that crack.
However, giving negative feedback is not one of the more enjoyable aspects of people management, and one that is often avoided. So how can you do it in a way that is constructive for both you and your team member? What can you say so that they leave the room motivated to do something differently in future, rather than feeling like they’ve been in the head teacher’s office for kicking a ball through a window?
3 steps and language points to motivate you to try something different:
1. Start with a positive.
“Thank you for the effort you put into correlating the timesheets. It really helped the finance team put together the claim for the first quarter.”
2. Give a specific example of the problem and the impact. This shows that you have an understanding and vested interest in the situation.
“I noticed that the deadline you gave the Project Managers to get their information to you was two days before your own deadline to get the finished report to the finance team. I saw that this put a lot of pressure on you and you had to work considerable overtime. I also noticed Birgit working late to organize the Managers’ Webcast as you weren’t free to support her.”
Now compare the example to the one below:
“Your deadline for the Project Managers was too late. You shouldn’t have had to have done that overtime and you left Birgit to deal with the Managers’ Webcast on her own.”
Doesn’t sound so good…Only using ‘you’ or ‘your’ to start a sentence sounds judgmental and is likely to make them become defensive and not open to constructive direction of what you would like to happen next time. Alternatively, in the first example each sentence starts with ‘I’. This sounds more objective, backs up that you understand the situation and that you want to help them do better in future. It is also much more difficult to argue against a statement starting with ‘I’ than ‘you’. However, avoid using “I think” as this implies a personal feeling and can be felt to be more judgmental than “I noticed” or “I saw”.
3. Say what you would like to see in future. However, only set one concrete action unless absolutely necessary. Keeping it short and simple means you are far more likely to see success.
“Next time, set a deadline for the Project Managers of one week before your own deadline.”
Let us know if you have any other suggestions or experiences on giving negative feedback in the comments area below. Also, click here for more information on how you can improve your approach to delivering difficult news.
Are you delivering audience-centered presentations? Presentations training has been a big part of the work we’ve done in Europe over the years.This is especially true for working with speakers of English as a foreign language. Everyone understands the importance of presentations. Everyone talks about the potential for generating new business, for influencing others, and creating positive relationships. The problem is, when we talk about their processes for making a presentation, participants tend to spend most of their time thinking about what they want to say and not what the audience needs to hear. Here are a few things to keep in mind for ensuring audience-centered presentations.
Content vs Context in audience-centered presentations
The difference comes down to content and context.Content is what you want to say while the context is the situation surrounding the communication.Does the audience like the idea already, is it new to them, and are you already a credible source for them? What do you want the audience to feel, know, or do after the presentation? The answers to these context questions, and many others, can make a big difference in how you would design audience-centered presentations.
Not many would deliver a presentation in Japanese to an English speaking audience.At the very least, they would ensure the presentation was simultaneously translated. We accommodate language differences in context as a matter of course.Language differences affect our processes and our product, the presentation itself. Are there other contextual factors that influence the success of the presentation? Let’s say you want to sell cakes to a group of consumers. Picture making a presentation about the impact of ingredient selection and the scientific processes involved in and baking a cake to the group. While the presentation may be interesting, the most obvious question for the consumers is probably, “How does the cake taste?” Giving product samples at the beginning of the presentation is a lot more effective than a description.
Starting your audience-centered presentations with relevant examples
How many times do people describe products or services without answering, “How does the cake taste?” for their audiences?
We often know better but our processes often get in the way. For example, when you start your presentation by opening the slide deck from a previous presentation on the topic, you are starting with a content focus.By starting with a presentation created for a different audience or a generic context, we run the risk of missing what our audience needs to see or hear to have the impact we want.Often, how we start determines how we will finish.
If we want to design and deliver high impact presentations, we need to begin by considering the context and content in every step of our process.Asking ourselves, “What questions may the audience have about the presentation?” is a great place to start on the road to memorable, effective presentations.
Target Training helps clients develop presentationsskills, presenting in English, and presentation design. We’ve helped clients make effective presentations in the areas of logistics, finance, manufacturing, sales, consulting and training. Watch for new products for presenting in a virtual environment coming soon.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00James Culverhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJames Culver2013-05-29 10:36:592016-04-26 10:03:46Audience-centered Presentations in Business
The 4Rs is a model for handling questions, consisting of four stages—Reflect, Respect, Respond and Review. Presenters don’t have to use each of the 4 steps every time they answer a question, and there is also room to play with the order of the Rs (indeed, slavishly following the steps can sound robotic). The model provides structure for the nervous and encourages rapport-building for the confident. Above all, it moves the presenter’s mindset from “answer the question” towards “use the opportunity.”
4 Rs in presentations
Reflect
Reflecting what you have heard serves a number of purposes. Firstly you can check that you’ve understood the question correctly. Secondly you can make sure that everyone else in the audience has heard the question you are about to answer. By reflecting you can demonstrate that you have listened to the question, and you can reframe the question if you feel it will help provide the answer the questioner is seeking. Finally, reflecting is particularly helpful when the question is either unexpected or hostile and you need to buy time for yourself
Typical language: So what you’re asking is … , You’d like to know … If I can just check I’ve understood you …
Respect
Showing respect helps to build rapport, provided it comes across in a genuine manner. This is where you show that you actually do want to be asked questions. It also encourages other, more reticent members of the audience to step forward and ask questions.
Typical language: That’s a good question …, I’m happy you asked that…, That’s an interesting point you’ve raised.
Respond
Of course, this is where the answer comes.
Typical language: Our experience is …, I’m convinced that … , We’ve found …
Review
Finally, check if your answer is clear and complete. If time is an issue, suggest a fuller discussion after the presentation.
Typical language: Does that answer your question …?, Has that helped to explain things better ?
You have any suggestions to add? Please write them in the comments area below if so. Also, check out Target Training’s seminars on audience-center presentations for further help by clicking here.
https://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.png00Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2013-05-27 12:30:472014-01-09 17:46:20Presentations: The 4Rs