We often hear 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. A toolbox is a simple idea – you just start keeping a list of common and useful expressions – 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. But sometimes the tone just isn’t right, is it? 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:
1. When would I use this?
2. 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.
https://www.targettraining.eu/wp-content/uploads/2013/08/emailing-and-telephoning-with-confidence-e1441974734716.jpg3201000Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2014-09-03 11:36:082018-06-06 12:29:3420 phrases for closing an email
I spent a lot of my professional life working in different countries before settling down in Germany. Being Dutch myself, I’ve been regularly surprised at being called blunt and likewise, frustrated by people not simply saying what they mean when they had something to say. Since joining Target Training, I’ve gained a better insight into different cultures, through international colleagues and tools such as the IAP.
The Dutch are known to be direct, sometimes blunt and always forthcoming with their opinions (even when not asked) in business, just like they are in their personal lives. They don’t ‘beat around the bush’ or ‘mince their words’. This behaviour can be perceived as rude by foreigners, but in the Netherlands it’s highly appreciated when people say what they mean in as few words as possible.
Point out mistakes
When doing business with the Dutch, don’t be afraid to point out a mistake. More likely than not, you’ll actually gain the respect of your Dutch colleagues / business partners if you do so. At the very least they’ll appreciate that you’re giving them the opportunity to correct the mistake that you’ve spotted.
Give your opinion
Giving your honest opinion is a virtue in the eyes of the Dutch. Even if you completely disagree with what they say, it’s better to share your thoughts than to keep them to yourself – and be direct. Business meetings and discussions focus on reaching consensus, not top-down decision making. Everybody gets to have their say. Once a decision is made, the Dutch tend to stick to it.
Do you have specific questions about how to deal with international colleagues or partners? Or, have you gained cultural insights through your work in different countries? Let us know!
The Dutch don’t put a huge value on titles or the amount of money you might make. Though they value education, having a number of letters in front or behind the name on your business card (prof. dr. , etc.) won’t get you the respect this automatically gets you in other cultures. Regardless of your status, they will tell you what they think if you ask for their opinion or input. They expect you to do the same. If you can prove that you ‘know what you’re talking about’, you’ll earn their professional respect. You may the boss of a company, you are still expected to know how the coffee machine works!
More tips on dealing with the Dutch
Avoid superiority or being overpowering. Try to reach consensus by negotiation rather than by instruction and respect the opinions of others.
When you meet a Dutch business partner or colleague in person, shake hands with everyone else in the room too (even the team assistant who is only there to take notes) and when you leave, shake hands again with everyone in the room. This is regardless of meeting for the first or the tenth time.
Don’t be overly polite or too nice. To the Dutch, these are suspicious behaviours and may cause irritation and may be seen as insincere.
Don’t be surprised (or insulted) when your working lunch consists of a cheese or a ham sandwich. A “broodje kaas” or “broodje ham” are staples of the Dutch lunch (often accompanied by a glass of milk or buttermilk). Anything more than that is seen as overly excessive.
Don’t expect compliments (or give them) at every opportunity. You may have come up with a solution to world hunger, or a complex business problem, or even saved the company a ton of money by making a small change in an operational process – “good job” is about as much as you’ll hear from them, if anything. Saying more than that when giving a compliment is perceived as embarrassing. However, you can see silence as a compliment – remember, your Dutch colleague or partner will point it out if there’s something “wrong” with your work.
Don’t talk business after business hours. To the Dutch, there’s time for work and time for ‘play.’ If you need or want to discuss business after hours, make sure your Dutch partners/colleagues agree to discuss business during ‘play’ time.
Avoid exaggerating about your products, services or experience. To the Dutch, these should speak for themselves.
https://www.targettraining.eu/wp-content/uploads/2013/09/martin-e1410262877815.jpg4051268Brenda Vansetershttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngBrenda Vanseters2014-08-27 10:44:112018-06-06 12:29:34Doing business the Dutch way
Do you ever feel your meetings have gone off track?
You’re in a meeting to talk about one thing, but someone is talking about something completely different, someone else is discussing an unimportant point, and others are debating something completely irrelevant – the whole meeting has gone off track! When this happens, it’s hard to get back on track and return to your meeting agenda. In international meetings with foreign colleagues, this can be much harder as you don’t want to seem rude or too forceful about sticking to the schedule. You could watch the clock and give warnings when people are talking too much or are going over their allotted time, but again this could be misinterpreted as impolite and bad-mannered.
To avoid damaging delicate business relationships, here are some common ways and phrases for getting the meeting back on track in a professional an polite manner.
Be the moderator
Sorry, but we’re getting off topic and need to move back to …
Let’s return to the main point of today’s meeting.
We seem to be talking outside of the scope of the meeting.
Consider the value of the current discussion
Do we need to add this topic to the agenda?
Maybe we can get back on topic and postpone this to later?
Is everyone happy if we discuss this later?
Focus on the schedule / time
We’re running short on time, so can we move back to…
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_56276809_M.jpg11251688Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2014-08-20 11:25:112018-06-06 12:29:34Getting meetings back on track
I know enough people at my company. I have enough friends. I’m not comfortable speaking and reaching out to people I don’t know. I’m not a salesperson.
The list of excuses on why not to engage in professional networking can go on and on. As undesirable as it can seem, networking successfully can lead to improved performance in your current job, as well as opportunities for future career development.
5 quick tips on making networking easy
Network with a purpose
Set a specific goal (improving inter-department relationships, growing sales in the logistics industry, discovering opportunities to work abroad in your company, etc). The more focused your networking is, the faster the desired results will be.
Share useful information
It is always easier to reach out to someone when you know you have something they can use. Think of something that has helped you in your job (a process, document, tip, etc) and pass it along. If you help someone first, they are more willing to help you when you may need it in the future.
Use the other person’s ego
You don’t want to contact someone and ask them for a job. Instead, contact them and ask for an informational interview if you are looking for a job. Tell them you have some questions that you feel their experience will help answer. You will get some insight and a good networking contact, and they get to feel like an expert and helpful. It’s a win-win situation.
Follow up
If you say you are going to send something, send it. If you say you are going to check on something, do it. Following up on what you say you will do shows respect and professionalism, and helps build trust with the contact. Also, make sure to follow up regularly with contacts even when you don’t need something as there will be a time when you will; and no one likes that friend who only calls when they need something.
Use good etiquette
The same skills you have used to become a successful professional are the ones you will use to build and maintain a good network of contacts. Here are some good reminders on what to do/not to do when networking online and face-to-face.
There are many other ideas on networking successfully. Check out Target Training’s seminar on networking for professionals here. Tell us in the comments area below what have you done to build your network.
https://www.targettraining.eu/wp-content/uploads/2014/06/bannernew2.jpg5001796Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2014-08-14 12:12:582018-06-06 12:29:345 tips for successful networking
If you are nervous about presenting in English, making an effective introduction is especially important. An effective introduction will help your audience know what to expect and it will help you feel confident. Once you’ve started well it is easier to keep going – and don’t forget that your audience is there to listen to what you have to say and not your English!
Effective introductions for beginners – the 3 Ps
This simple technique always works. When you are presenting in English (or in any language) your introduction needs to answer three questions:
Why are you standing there presenting? What is the purposeof your presentation?
What are the steps in your presentation? What is the processyou will follow?
Why should your audience listen to you? What is their payoff?
It doesn’t matter if you are introducing your team, presenting a process or giving an update on a project – the structure is the same. The 3Ps help you remember this structure, and if it helps you when you are nervous, why not use the three keywords?
Presenting in English – an example of the 3Ps in action
“Good afternoon and thank you for coming. The purpose of my presentation today is to update you on the factory acceptance test. The process I willfollow is to first review the agreed schedule, then talk about the tools we are using and finally we will look at two problems we have found and how we will solve them. This will take me 10 minutes. Why should you listen? Well, your payoff is that you will be confident that we can complete the FAT on schedule and that everything is under control.”
Simple, clear and effective
If you follow this structure, your introduction will be simple, clear and effective. Most importantly you can concentrate on what you want to say, and stop worrying about the English.
Good luck, and why not let me know how it works for you?
https://www.targettraining.eu/wp-content/uploads/2014/06/bannernew6.jpg5011797Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2014-08-06 12:15:072018-06-06 12:29:35Effective introductions when presenting in English
In every culture, there are questions and topics that are taboo. They are considered too personal or indiscreet, and people feel embarrassed or even offended when asked about them. Handling difficult questions about taboo subjects can be really tricky and each culture deals with them differently. Not all cultures have the same taboos. When making small talk, an international colleague might innocently ask you about your salary, family, health or age without realising that these questions could make you feel uncomfortable. How do you deal with these difficult questions without further embarrassment? What do you say to make sure your colleague doesn’t lose face?
How the Brits do it
There are 3 main strategies that the British use when it comes to handling difficult questions. They use these strategies so they can prevent negative consequences like socially awkward situations and damaged business relationships. By using these phrases and strategies the British can avoid difficult questions rather than feeling embarrassed by talking about a topic that makes them feel uncomfortable. What’s more, they can do it in a way that doesn’t offend the person who showed interest in them by asking the question.
Strategy 1: Try to gain time to think about how to respond
Phrases:
Let me think…
That’s an interesting / difficult question.
Can we talk about that another time / later?
Strategy 2: Try to change the subject
Phrases:
Look at the time – I don’t want to be late for my meeting / lunch / train.
Actually I’d like to ask you a question about (something completely different) if you don’t mind…
Strategy 3: Try to gently show that I’m uncomfortable with the question
Phrases:
I don’t really know how to answer that.
I’m afraid it’s a long story.
Are you looking for cultural insights?
During the next few months, we’ll be publishing more articles on doing business in different countries. Do you have specific questions about how to deal with international colleagues or partners? Or, have you gained cultural insights through your work in different countries? Use the comments box below to let us know your thoughts.
https://www.targettraining.eu/wp-content/uploads/2014/01/tonyreading.png531890Beth Hampelhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngBeth Hampel2014-07-30 11:53:392018-06-06 12:29:35How the British handle difficult questions
One of my program participants recently 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.
More on effective groups and facilitation
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.
https://www.targettraining.eu/wp-content/uploads/2013/09/belbin.jpg4571129Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2014-07-23 11:41:262018-06-06 12:29:35Ground rules for working effectively in groups
At the time of Elvis’ death there were an estimated 170 Elvis impersonators in the world. Today there are at least 85,000 Elvis’s around the world. At this rate of growth, “statistically speaking”, one in three of the world’s population will be an Elvis impersonator by 2019.
I share this for two reasons. Firstly, I’m always suspicious of how statistics can be used to make a point – in this case an absurd, if humorous, one. Secondly, statistics can help us understand what is happening around us. There are a lot more Elvis impersonators in the world than there used to be, and the number keeps on rising.
Virtual team statistics
“So what does this have to do with virtual teams?”, I hear you say. Spend 10 minutes surfing the internet, and you can find numerous statistics on virtual teams. Here’s a sample…
66% of multinational companies make extensive use of virtual teams i.e. project teams, management teams, service teams
7 out of 10 managers believe virtual teams will become increasingly prevalent in the future
Between 49% and 52 % feel that time differences impact the team’s success – with the standard solution being people are working much longer hours to ensure their availability for team meetings.
15%-28% of team members feel that a lack of awareness regarding other team members ‘workloads is a recurring problem. Virtual team leaders feel the problem is greater.
Somewhere between 51% – 79% of virtual team members feel that the lack of personal relationships within the team cause problems
Ineffective leadership styles negatively impact a virtual team’s performance (25 % to 71%)
55% to 73 % of virtual team leaders feel that decision making is too slow
71% of teams feel that there is a lack of active participation amongst team members
Between 10% and 47% of international virtual teams feel that inadequate English language skills negatively impact the teams results
Differences in cultural norms also present challenges in communication, decision making and building relationships within the virtual team (26 % -49%)
81% feel that poor communication and inappropriate information sharing (too much or too little) between team members impacts team’s success
Not knowing how to effectively use the technology available is an issue for at least 1 in 5 virtual teams
Only 16% of teams have had any training on working in virtual teams
What does this really mean?
Returning to the two reasons I mentioned earlier – yes, we’re using statistics to make a point about virtual teams. We’re a training company, and yes, we’d like you to invest in training. However the statistics above do help us to see what is happening. Just as there are way more Elvis impersonators today than there were in 1977, it’s clear that virtual teams are here to stay, that the challenges are known, and that we need to begin addressing and overcoming these barriers if we’re going to become truly effective when working virtually.
Obviously, no training program can remove the issue of working across time zones, but practical hands-on training does have a part to play in many of the other challenges facing virtual teams. Task-specific business English training can alleviate the basic problems caused by language barriers, and if you integrate a cross-cultural element into your training you can raise awareness of the impact culture can play on business relationships and communication. Soft skills training can make virtual team leaders much more comfortable and effective when managing virtually. This in turn will address challenges such as slow decision making, dealing with undercurrents and conflict, and driving active team participation. Finally, the technology isn’t that demanding. It’s more a case of learning to use your tools effectively and adapting your communication and team dynamics accordingly.
An upfront investment in training can and will bring your virtual teams tangible long-term benefits. Now take a look around you and imagine who’d be wearing that rhinestone jumpsuit. Lord almighty, do you feel your temperature rising?
Free downloads
THE ULTIMATE BOOK OF VIRTUAL TEAMS CHECKLISTS
CHECKLIST – ARE YOU AN EFFECTIVE VIRTUAL TEAM MEMBER?
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_33008900_M-e1394114947106.jpg7961680Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2014-07-16 10:50:052018-06-06 12:29:35Elvis, statistics and virtual teams
Have you ever wanted to recommend a person, their services or even a good restaurant to someone else but didn’t know how to do it? Have you ever wanted someone to recommend you to others? Maybe you have a special skill that you’d like others to know about. You might have heard about a position, but need someone to recommend you in order to apply. Perhaps you just want to share some useful information with others and want them to know how much you liked it. All of these situations require us to give or ask for recommendations. Below you’ll find some examples of how to do this. hbspt.cta.load(455190, ‘aaa71860-e705-4a7e-b8e5-ab6e16849d2e’, {});
Asking for recommendations:
Could you put in a good word for me?
Could you let others know about this experience?
Could you pass this on to others?
Would you mind sharing your experience?
Would you add me to your contact list?
Giving recommendations:
I highly recommend using this product / service.
This person is highly trained / very skilled / very professional.
We found the information presented very useful.
I only have positive things to say about this product / this person / this service.
I would be happy to give you their contact information.
Please mention my name when you contact them.
Here are some examples:
Employee / colleague asking for a reference:
I am writing to you since we have worked on many projects together. You always seem very pleased with my ideas and the way that I deal with problems that come up, so I would like to ask you to share this information with a potential new supervisor. As you know, I am applying for a position in the [name] department and I need a recommendation from someone who has worked with me. Would you put in a good word for me?
Response to the request:
You are right, I am very satisfied with the work that you have done in the past. I’d be happy to act as a reference for you since I think that the [name] department would also benefit from your skills. If they contact me, I’ll definitely pass your name on as a potential candidate.
Possible reference statement:
I would be happy to recommend [name] for the position you are trying to fill. [He / she] is very highly qualified and has always successfully dealt with the topics we have worked on together in the past. I only have positive things to say about [him/ her]. Please mention my name to them if you decide to shortlist them for an interview.
Try it and tell us about it
Now that you have some ideas about how to ask for and give recommendations, why not try it out by asking a colleague for feedback on a presentation or a project you have recently completed?
Maybe you can do someone a favour by recommending them to others. Or perhaps you want to let us know what you think of the information presented in our blog? Please feel free to use our comments box below.
https://www.targettraining.eu/wp-content/uploads/2014/06/bannernew8.jpg5011797Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2014-07-09 10:21:322018-06-06 12:29:35Giving and asking for recommendations
Do you work directly or indirectly with customers?
If the answer is yes, then you provide customer service.
In a dedicated customer service environment, like a call centre or corporate helpdesk, customer satisfaction (CSAT) is a prominent phrase. In such an environment, customer satisfaction is measured through surveys and feedback. In a non-dedicated environment, customer service is only a small part of the job, but the principles are the same. You need and want the customer to be happy with the service you provide. hbspt.cta.load(455190, ‘aaa71860-e705-4a7e-b8e5-ab6e16849d2e’, {});
Your CSAT score – getting it from good to great
A happy customer = a returning customer. Because you are dealing with the expectations that people have of you, customer satisfaction means something else for each customer. There are many factors that can influence your customer’s satisfaction. But even though customer satisfaction means different things to different customers, all customer expectations fall in to what is called ‘The three dimensions of customer service.’
The 3 dimensions of customer service
The business dimension
The practical need of your customer. The business dimension is the reason why they are contacting you. Something’s not working. There’s an issue to solve or a question to answer. Providers who work too much in this dimension are focussing on solving the query and not enough on the person making the query. Customers feel the interaction was too impersonal or too technical and their CSAT score reflects this.
The human dimension
The human need of your customer. Customers want respect, attention, assurance. They want to feel important. Addressing customer needs in this dimension successfully has a larger overall impact on the long-term satisfaction of your customer than addressing their business need – even if you can’t answer their query immediately.
The hidden dimension
The hidden dimension is all the things that are going on behind the scenes for you and the customer. For the customer, it’s a set of expectations that they have of the service. For the provider, it’s the processes and procedures that must be followed during the interaction. Your ability to address customer expectations and the hidden aspects of your job can have a large impact on your CSAT score.
Achieve customer satisfaction by focussing on the human dimension
Although balancing your customer’s needs in each of the three dimensions is paramount in achieving an excellent CSAT score, it’s the human dimension where people feel they are cared about and listened to. The efforts that you make in the human dimension will pay off for you on their CSAT score.
A practical example
Here are two partial transcripts of identical queries that one of our clients (a corporate helpdesk) received. When the two surveys came back, one had an average score, the other received the highest mark possible. During both calls, the problem was solved within minutes.
Customer query:
I received an email that said I had to upgrade my software. When I clicked on the link, nothing happened. But now the program won’t start either.
Transcript 1
Customer: How am I supposed to work now?
Helpdesk: I’ll fix it for you. Just hang on for just a minute.
…(customer put on hold)…
Helpdesk: Okay. I’ve resent you the mail with a new link. It should work now. Call back otherwise.
Customer: Thank you.
Transcript 2
Customer: I don’t believe this. I have an important deadline.
Helpdesk: I need to put you on hold for a minute, while I check XYZ on our end. I’ll be right back.
…(customer put on hold)…
Helpdesk: Thanks for waiting. Within the next few minutes, you’ll receive an email with a new link. This time, the upgrade should work just fine. Do you want me to wait on the line while you try it?
Customer: No, that’s okay, I can call back if it doesn’t work.
Helpdesk: I’m very sorry about this. I understand this is the last thing you need when you have a deadline. In any case, I hope it’s all sorted now.
Customer: Me too. Thanks.
What is good customer service, in your opinion?
Think about excellent customer service that you have received. What sticks in your mind the most – is it the time it took to solve the problem, or how the provider addressed your human need? What specifically did the provider say or do that made you a satisfied customer? What does someone have to do for you to score a “perfect 10” on a feedback form? For some it is the effort the provider took to make sure the problem was solved. For others it’s the fact that it wasn’t a complete hassle to get someone on the line.
What is good customer service in your opinion? Let us know.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_54804124_M-e1389346793490.jpg7021612Brenda Vansetershttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngBrenda Vanseters2014-07-02 12:09:302018-06-06 12:29:38The 3 dimensions of customer service
Teleconferences are a great way to connect to people around the world. They’re less expensive than face-to-face meetings, often take less time, and solve problems more efficiently than emails do. Conducting a teleconference should be easy. All you have to do is connect everyone on the phone and make decisions as if you were all in person, right? Unfortunately, it’s not that easy. A teleconference is not your average phone call. It is a meeting and needs to be prepared for as such. Below are some key points to help you remember that a teleconference isn’t your typical phone call.
THINGS TO KEEP IN MIND FOR A TELECONFERENCE
Teleconferences aren’t difficult to carry out, but many people are not mentally prepared when joining. Having the awareness, through the 3 main points below, that your telecon is not just a normal call is a great start.
1. Plan
Send out an agenda beforehand with objectives, time(length) of call, participants, and specific results you want to achieve.
Identify roles: moderator, minute taker, etc. Remember, ideally the moderator and minute taker will be two separate people. Also, just because someone sent out the Outlook invitation, doesn’t mean they are automatically the moderator. Make it clear before the call.
2. Moderate
The moderator should ensure that the call starts on time, not too much time is spent on certain topics, and the call allows for everything to be covered within the designated time
The moderator should also open and close the call in an official way. Open: state the objectives and goals and introduce people if needed. Close: review the action items identified and what the next steps are.
The moderator should make an effort to include everyone on the call as best they can with pointed, open questions directed at specific people. This will encourage and facilitate participation.
3. Participate
Everyone should participate by being prepared to say something for each item. (You may not say something for each point, but you should be prepared to do so.)
Ask questions if you are not sure of something
Speak naturally in the direction of the microphone
Identify yourself when speaking (if necessary)
Pause occasionally so others may make comments
Try not to talk over others and interrupt by using polite phrases
https://www.targettraining.eu/wp-content/uploads/2013/08/Fotolia_53695331_L-e1377175819265.jpg370901Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2014-06-25 12:21:592018-06-06 12:29:38Teleconferences are not normal calls
Virtual meetings can be tricky at times. Are they more like a telephone call or a face-to-face meeting? Well, they are a combination of both and should be treated differently. Here are some quick and easy “Dos” and “Donts” for virtual meetings.
Ensure all stakeholders essential to achieving the meeting’s goals can attend—Otherwise, reschedule it
Consider rotating the meeting time to accommodate those participants in different time zones
Prepare an agenda that outlines the meeting goals
Ensure meeting items/priorities/times align with meeting goals
Cancel a regularly scheduled meeting if you feel time could be better spent elsewhere
Send a meeting reminder with the agenda, needed materials, and information on the technology to be used at least three days before the meeting
Ask team members who are not speaking to put their phones on mute
Ensure everyone participates
Eliminate distractions—Ask people to turn off all smartphones, and to avoid email and instant messaging during the meeting
Side bar and report to make necessary side conversations part of the official function of the meeting
Document decisions and next steps
Virtual Meeting “Donts”
Hold a meeting if you can’t clearly answer the question “What is the purpose and expected outcome?”
Let meetings become “habit”
Attempt to cover more than five specific items per meeting
Allow side issues, “experts”, or native speakers to dominate the meeting
Hold a meeting even if any stakeholders essential to the meeting objectives cannot participate
Assume team members are clear about their roles and the meeting objectives
Continuously hold “marathon” meetings without any small-group brainstorming or breaks
Tackle critical topics at the start of the meeting
Let the meeting get off track by discussing the details of an action item that aren’t relevant to the meetings goals
Start late
More tips on virtual teams?
These dos and donts are only a small sample of the tips in our latest Ebook: The ultimate book of Virtual Teams checklists. Make sure you download a copy if you’re interested in maximizing your virtual team’s impact. Enjoy the read and… let us know what works for your virtual team!
https://www.targettraining.eu/wp-content/uploads/2014/05/Fotolia_61606327_M-e1400072440629.jpg2251171Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2014-06-18 10:24:582018-09-03 12:24:16Virtual Meeting Dos and Donts
Preparing for any meeting is important, especially for virtual meetings via teleconference or netmeetings. It is difficult working in virtual teams as you don’t see your other team members face-to-face very often. So, try not to put yourself at a further disadvantage by forgetting to do a few small things before your meetings. Here are five easy things you can do before your virtual team meetings to help make them more productive.
5 Pre-Meeting To Do’s for Virtual Teams
1. Identify Team Members
List the decision makers, subject experts and opinion leaders before the meeting and identify their possible input and interests in the outcome of the meeting.
Consequences:
Knowing who to address when
Knowing who can answer specific technical questions
Focus information on decision maker’s interests
2. Establish Ground Rules
The team decides on acceptable meeting behavior before the meeting begins and holds each other accountable to the rules; for example no interrupting, poll opinions, always have an agenda, etc…
Consequences:
Promoting behaviors that will improve group interaction
No single “enforcer” necessary
Accountability through reminding
3. Publish an Agenda and Goals
Publishing an agenda should be a “must do” but it doesn’t always happen or it doesn’t happen in time for the participants to prepare. Another important feature of an agenda is a purpose statement or goal. What do you want to achieve with the meeting? What does a good meeting look like? Answering these questions will help you and your participants feel like you’ve accomplished something when the meeting is over.
Consequences:
Clear direction for the meeting
Improve preparation of participants
Way to keep participants focused and on topic
Feel a sense of accomplishment when it’s over
4. Build Relationships
Take time before the meeting to get to know team members personally. It’s really important to build rapport and commitment to the Virtual Team.
Consequences:
Learning what others are interested in beyond the work of the meeting
More information to assist understanding
Help design metaphors and stories to illustrate key points
Increase commitment to virtual team
5. Master the technology you will use in the meeting
Understanding your technological tools, what can go wrong and knowing how to fix it in advance of the meeting is crucial. Know what tools are available to your participants and be prepared to trouble shoot with participants. Always have a back-up plan.
Consequences:
Head off technical problems before they happen
Save time addressing technical problems during the meeting
Have input options for participants
You can ensure your virtual team meetings run more smoothly by taking a few minutes and doing the five things above. What else have you done that has worked well? Let us know in the comments area below. Also, if you want to improve your overall participation in virtual teams, you can download our eBook of checklists and check out our seminar on Working Effectively in Virtual Teams by clicking here.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_40421038_L-e1401805878934.jpg11952255James Culverhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJames Culver2014-06-04 09:58:102018-09-18 15:39:38Virtual Teams: Pre-Meeting To Do’s
Professional email communication is essential in business situations. However, people sometimes let their emotions get the best of them and send an email they later regret. Multiple punctuation marks, all-capital letters along with a rude and unprofessional tone are often used to show how upset the sender is. We have all received them at one time or another. You may have been guilty of sending one, as well.
A quick reaction to receiving such an email would be to immediately send a response even angrier than the original, but what would that solve? Answering with your own angry and emotional email would only lead to more problems later. The important thing to remember when receiving such an email is to remain calm. There is no reason to maintain the angry dialogue by responding in the same manner, but simply ignoring the email won’t make the issue go away either.
3 Tips on what to do to avoid emotional replies
Don’t write your response immediately. If you do, some of your own lingering emotions may show in your writing. Put the email aside until later in the day.
1. After some time:
Take a deep breath
Try to see the situation from the sender’s position
2. Ask yourself:
Why are they upset?
Is the issue a legitimate complaint, or has the sender lost sight of the big picture?
How can I help solve the issue?
3. When writing your response:
Stay professional, diplomatic and objective
Stick to the facts
Do not respond to any of the original email’s unprofessional language or personal attacks
Emotional emails are often written to get a reaction and to bring awareness to a particular issue. Make sure you acknowledge this issue, but don’t try to pass the blame on to somebody else. By remaining professional, the sender will often realize how unnecessary their tone and language was.
Helpful phrases to help avoid emotional emails
Intro sentences:
“Thank you very much for taking the time to write me today.”
“I hope my email finds you well.”
“I have just read your email concerning…”
Addressing the issue:
“I understand your concern about…”
“With reference to your inquiry about…”
“Thank you for bringing … to my attention.”
Closing sentences:
“I appreciate your continued professionalism and patience as we resolve this issue.”
“Working together, I believe we can find a reasonable solution to this issue.”
“Your email has helped bring attention to this important issue.”
By keeping your email clear, concise and diplomatic, you open the door to a more efficient dialogue while also strengthening your professional relationships. Always avoid using language that you wouldn’t use if speaking to somebody face-to-face. If you have any phrases you like to use in these situations, please let us know below. Also, check out our seminar on reader-oriented writing in English to improve your overall email communication.
https://www.targettraining.eu/wp-content/uploads/2014/01/Aktion-242-e1390461960854.jpg9212048George Barsehttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGeorge Barse2014-05-28 09:36:242020-02-20 08:17:55Email replies: How to avoid emotional emails
Each virtual team has their own unique challenges, but there are always a few that seem to be consistently present. In this short video, Scott Levey, Director of Operations, focuses on two of the most commons challenges we see when training virtual teams. Having awareness of these, and other issues that may arise, will help your virtual team increase its effectiveness.
https://www.targettraining.eu/wp-content/uploads/2014/05/Aktion-551-e1433246344660.jpg400776Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2014-05-21 10:26:362018-06-06 12:29:39Challenges of Working in Virtual Teams
Do you give your suppliers, your clients and your co-workers effective feedback – both positive and constructive (negative)? Giving good, timely, constructive and actionable feedback is something that most of us have to put a lot of effort into. Do we praise the right things? When we give constructive feedback, do we make positive suggestions? Do we always remember to address the issue, not the person?
Giving feedback well is not easy. But, giving feedback well in a business world that is becoming increasingly virtual can be a real challenge. When we add a few of the complexities that come from interacting virtually, we have an even harder job. Some of these challenges include timing, reading reactions, specificity and tone. When giving feedback virtually, for example via email, here are a few suggestions and tips below to help you do a better job.
Free eBook
download
5 Tips for giving feedback virtually
1. Make sure that the timing is appropriate – especially if your feedback is negative. Think about raising a child or a pet; you don’t tell them they did something wrong three days later!
2. Make sure that the reader understands immediately what the email is about:
Use a subject line like: “Feedback on your proposal”
Tell them in the first sentence why you are emailing: “I’m writing to you with some feedback regarding the proposal you sent me on January 4.”
Tell them what feedback is included: “I have some feedback regarding the pricing and the payment process.”
3. Break your feedback up. If you told them you had feedback about the pricing and the payment process, these should be two completely separate paragraphs. Give them headings if you wish.
4. Try to be specific and give justification. For example:
“We liked your proposal. Especially the second page where you mentioned that the training would focus on our corporate values. This really fits to our company philosophy.”
“Unfortunately, we cannot agree to point 3 in section 2, relating to the payment options. This is not in accordance with our compliance policy.”
5. When rejecting a suggestion, try to make a counter suggestion. For example:
“We cannot agree to point 3 in section 2. However, we could agree if the payment period was extended to 60 days.”
“I do not like the way you formatted the report. Next time, try to base it on the attached example or come and see me to discuss my expectations in more detail.”
Of course, there are many other things which can help to make giving feedback virtually more effective. Please feel free to add your extra ideas in the comments section below. Also, make sure to check out our seminar on Working Effectively in Virtual Teams to help improve your virtual team’s performance.
More and more meetings are being held virtually. Virtual team meetings are a trend that is bound to continue as it is far cheaper than getting everyone together. But it isn’t the same, is it? Unless you use webcams, you can’t pick up on any nonverbal communication going on. You can’t see people’s faces. You can’t see what they are thinking. To be honest, you don’t know what they’re actually even doing. You also, and this point bothers me the most, can’t have that cup of coffee together at the beginning where you exchange a few words often unrelated to business.
Why is the social aspect so important?
You completely miss out on the opportunity to establish any empathy or rapport with the people you are working with. Imagine for example that you are having a virtual team meeting to discuss solving a problem you have. If you don’t have any form of relationship with these people, how can you expect them to help? Isn’t it easier to request help from someone you know a little about? If you don’t know them at all, how can you choose the right way of talking to them to win them over? Of course, the need for empathy building will vary from culture to culture. Some will take an order as an order and just do it, but not that many. And what happens if you have a multi-cultural team?
What can you do to establish virtual empathy and rapport?
It is doubtful as to whether empathy can actually be taught. But there are techniques which help to develop it. Here are a few:
Begin the webmeeting on time, with a quick round of self introductions. It is important to hear everyone’s voice and know who is present. Remind participants that each time they speak, they should identify themselves again.
Log in early and encourage small talk while waiting for everyone to join in and at the beginning of the meeting itself – have that cup of coffee virtually. This will help to make a connection between people and give them a bit of character. In a remote meeting you often feel distant from each other, and this can make it difficult to interact. This feeling of distance happens, because the participants are in different places and often can’t see each other. Small talk helps to ‘bridge the distances’. Small talk also helps you to get to know each other and each other’s voices, so you know who is speaking and when. This will help communication later on in the meeting.
What can you talk about and what should you say?
Small talk can also give you valuable information about the other participants which could be important to the success of the meeting. What mood are they in? Are they having computer problems? Are they calling from a quiet location? Here are some topics we recommend using and some language to get you started. There are literally hundreds of things you could say, but it can be helpful to have a few prepared. You’ll see that some of these are particular to virtual meetings:
Location
Q: Where are you speaking from?
A: I’m at my desk. How about you?
Weather
Q: What’s the weather like where you are? We’re clouded over!
A: We’ve got blue skies and sunshine. Hope it gets to you soon!
Logging-in
Q: How did you find logging in? I had a few problems.
A: It was fine. What problems did you have?
Sound quality
Q: Can you hear me OK?
A: No sorry, you are a bit faint. Can you please speak up?
Performance
Q: I am getting serious lag here. How are you doing?
A: I am doing fine. Maybe it is your internet connection.
Work
Q: How are things going in Marketing at the moment?
A: Oh, you know, busy as usual. How are things in your department?
If you give lots of information in your answers, it makes it easier for the other person to ask more questions and keep the conversation going. If you just say ‘yes’ or ‘no’, it will stop the conversation. If you’re asking questions, remember to use open questions so that they can’t be answered with “yes” or “no”.
More on this topic can be found in our Using Collaborative Technologies Seminar. Do you have any tips you’d like to share on how to build empathy and rapport in your virtual team meetings? Let us know in the comments area below.
https://www.targettraining.eu/wp-content/uploads/2013/11/blog1.png3111597Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2014-05-07 10:08:232018-06-06 12:29:39Virtual Team Meetings: Creating Empathy and Rapport
As a training provider, I have my opinions on how I think leadership and training should be connected. Is this the same as what a German Dept Head thinks? I was recently fortunate to spend a few minutes with Arnhild Ott, Department Leader of Personnel Development in the Mail division of DPDHL. Here are four questions on leadership and training and her answers.
What do you wish line managers would understand about training?
Arnhild Ott: I wish that they would understand that training is only one possibility. The most interesting method is to learn on-the-job and that training is only 10% of the learning environment and it’s most valuable in your own business environment. A second point is that every training session needs to be centred on communication between the line manager and their employee. There is a need for a talk before and after the training. And this is very important for the training’s success: that the manager has an important role. A third point is that training is not an incentive; training is for when we have to close a gap between the current knowledge and the expected knowledge in the function of the role.
What will training look like in 10 years’ time?
Arnhild Ott: I expect that training will be more and more virtual, further away from classroom training with more webinars, more on-the-job, smaller pieces of content, or experience. It will be more creative, more integrated in your normal life and business life. It will be more difficult to see a distinction between training and a non-training session as it will be integrated in your business life. In short, small pieces, more virtual and more media-driven.
Can you give me your perspective on current trends in leadership culture?
Arnhild Ott: The world is rapidly changing. Main issues in the leadership culture context are that leadership practice is influenced by globalisation, by the uncertainty of the situation at the moment . You have to act in a more and more complex world. It’s more difficult for each manager to create the future. This is very strenuous for each manager because traditional methods and perspectives don’t help you in these increasingly complex situations. You always need more skills and more knowledge about methods, so as to be able to understand and (re)create complex situations with your employees.
The next point is that you see an increase in burnout; more and more people feeling limited in their competencies, their lives restricted by too much time at work. Everyone is searching for better work-life balance as they have to struggle against complexity. In fact, you see more and more issues of rationalisation. Mostly leaders have to handle more and more uncertainty and ambiguity. These are major challenges for people and especially leaders; everyone needs competencies to deal with uncertainty and unclear perspectives and also to enable them to decide on their own how to act.
Can you give some examples of these competencies?
Arnhild Ott: You need ambiguity. You need more systemic thinking rather than a linear perspective. You need to think from a network perspective- influence between several influences– not a single linear one. You have to combine rational thinking with more intuitive thinking and you have to recognise more and more your own gut-feeling.
A special thanks to Arnhild for taking the time to share her thoughts with us. What do you think about what she said? Do you agree? Let us know in the comments area below. Also, make sure to check out our methods and tools section to learn more about how companies are approaching their training.
https://www.targettraining.eu/wp-content/uploads/2013/04/homeICT.png305810Martin Wheelerhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngMartin Wheeler2014-04-30 10:18:262018-01-29 11:58:30Leadership and Training: A department head’s view
Giving advice to someone is not as simple as just telling them what to do, especially in an intercultural situation where more sensitivity needs to be applied. The problem is that if the advice you give is too direct it can come across as a command. What if you haven’t understood the situation correctly or completely, and your advice is no good? The person seeking your advice needs ‘an out’ – a way that they can reject your advice, or reformulate their request for advice without losing face – or causing you to lose face!
Below you can see some typical phrases for giving advice across cultures in the form of tips which can help you ensure nobody loses face. They offer your conversation partner plenty of flexibility to take your advice or not, as they see fit. If you are able to offer advice in an objective, neutral, sensitive and respectful way when people come to you, then the risk of accidentally damaging a good working relationship will be reduced.
Language for giving advice across cultures
Tip: Clarify the limits of the question
Phrase: If I were you, I’d make sure you understand the limits of the question.
Tip: Ask how your advice sounds
Phrase: Asking how your advice sounds might help.
Tip: Be confident not arrogant
Phrase: If you ask me, be confident but not arrogant when giving advice across cultures.
Tip: Beware of giving unsolicited advice
Phrase: Bear in mind the difference between solicited and unsolicited advice.
Tip: Give the recipient an “out”.
Phrase: You could try giving the recipient an “out.”
Tip: Ask for follow-up
Phrase: In your situation I would make sure to ask for follow-up.
3 Benefits of using suitable language when giving advice
By ensuring the language you use to frame your advice is culturally sensitive you can:
address your conversation partner respectfully
avoid damaging relationships
help establish trust and open channels of communication
20 phrases for closing an email
/in Business English, Hybrid solutions /by Scott LeveyOriginally published on 08.07.2013
A common problem
We often hear 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. A toolbox is a simple idea – you just start keeping a list of common and useful expressions – 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. But sometimes the tone just isn’t right, is it? 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:
1. When would I use this?
2. When will I use this?
–
Expressions for thanking
Expressions with a future focus
Expressions for showing them you want to help
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.
FOR MORE INFORMATION
If you’re looking for phrases, tips and tricks and useful downloads related to this topic, start here. In a range of topics, here are some more links for you:
Doing business the Dutch way
/3 Comments/in Intercultural /by Brenda VansetersI spent a lot of my professional life working in different countries before settling down in Germany. Being Dutch myself, I’ve been regularly surprised at being called blunt and likewise, frustrated by people not simply saying what they mean when they had something to say. Since joining Target Training, I’ve gained a better insight into different cultures, through international colleagues and tools such as the IAP.
The Dutch are known to be direct, sometimes blunt and always forthcoming with their opinions (even when not asked) in business, just like they are in their personal lives. They don’t ‘beat around the bush’ or ‘mince their words’. This behaviour can be perceived as rude by foreigners, but in the Netherlands it’s highly appreciated when people say what they mean in as few words as possible.
Point out mistakes
When doing business with the Dutch, don’t be afraid to point out a mistake. More likely than not, you’ll actually gain the respect of your Dutch colleagues / business partners if you do so. At the very least they’ll appreciate that you’re giving them the opportunity to correct the mistake that you’ve spotted.
Give your opinion
Giving your honest opinion is a virtue in the eyes of the Dutch. Even if you completely disagree with what they say, it’s better to share your thoughts than to keep them to yourself – and be direct. Business meetings and discussions focus on reaching consensus, not top-down decision making. Everybody gets to have their say. Once a decision is made, the Dutch tend to stick to it.
Are you looking for cultural insights?
Read the first part of this series of articles: How the British handle difficult questions.
Do you have specific questions about how to deal with international colleagues or partners? Or, have you gained cultural insights through your work in different countries? Let us know!
More about our intercultural seminars or the IAP.
Actions speak louder than words
The Dutch don’t put a huge value on titles or the amount of money you might make. Though they value education, having a number of letters in front or behind the name on your business card (prof. dr. , etc.) won’t get you the respect this automatically gets you in other cultures. Regardless of your status, they will tell you what they think if you ask for their opinion or input. They expect you to do the same. If you can prove that you ‘know what you’re talking about’, you’ll earn their professional respect. You may the boss of a company, you are still expected to know how the coffee machine works!
More tips on dealing with the Dutch
Getting meetings back on track
/3 Comments/in Business English, Hybrid solutions /by Guest AuthorDo you ever feel your meetings have gone off track?
You’re in a meeting to talk about one thing, but someone is talking about something completely different, someone else is discussing an unimportant point, and others are debating something completely irrelevant – the whole meeting has gone off track! When this happens, it’s hard to get back on track and return to your meeting agenda. In international meetings with foreign colleagues, this can be much harder as you don’t want to seem rude or too forceful about sticking to the schedule. You could watch the clock and give warnings when people are talking too much or are going over their allotted time, but again this could be misinterpreted as impolite and bad-mannered.
To avoid damaging delicate business relationships, here are some common ways and phrases for getting the meeting back on track in a professional an polite manner.
Be the moderator
Consider the value of the current discussion
Focus on the schedule / time
Talk about briefness
More on meetings?
Our blog authors have plenty to share!
We also have a number of seminars that might be of interest to you.
5 tips for successful networking
/1 Comment/in Business English, Hybrid solutions, Soft Skills /by Guest AuthorOriginally published on 25.03.2013
I know enough people at my company. I have enough friends. I’m not comfortable speaking and reaching out to people I don’t know. I’m not a salesperson.
The list of excuses on why not to engage in professional networking can go on and on. As undesirable as it can seem, networking successfully can lead to improved performance in your current job, as well as opportunities for future career development.
5 quick tips on making networking easy
Network with a purpose
Set a specific goal (improving inter-department relationships, growing sales in the logistics industry, discovering opportunities to work abroad in your company, etc). The more focused your networking is, the faster the desired results will be.
Share useful information
It is always easier to reach out to someone when you know you have something they can use. Think of something that has helped you in your job (a process, document, tip, etc) and pass it along. If you help someone first, they are more willing to help you when you may need it in the future.
Use the other person’s ego
You don’t want to contact someone and ask them for a job. Instead, contact them and ask for an informational interview if you are looking for a job. Tell them you have some questions that you feel their experience will help answer. You will get some insight and a good networking contact, and they get to feel like an expert and helpful. It’s a win-win situation.
Follow up
If you say you are going to send something, send it. If you say you are going to check on something, do it. Following up on what you say you will do shows respect and professionalism, and helps build trust with the contact. Also, make sure to follow up regularly with contacts even when you don’t need something as there will be a time when you will; and no one likes that friend who only calls when they need something.
Use good etiquette
The same skills you have used to become a successful professional are the ones you will use to build and maintain a good network of contacts. Here are some good reminders on what to do/not to do when networking online and face-to-face.
There are many other ideas on networking successfully. Check out Target Training’s seminar on networking for professionals here. Tell us in the comments area below what have you done to build your network.
Effective introductions when presenting in English
/1 Comment/in Business English, Hybrid solutions, Soft Skills /by Scott LeveyIf you are nervous about presenting in English, making an effective introduction is especially important. An effective introduction will help your audience know what to expect and it will help you feel confident. Once you’ve started well it is easier to keep going – and don’t forget that your audience is there to listen to what you have to say and not your English!
Effective introductions for beginners – the 3 Ps
This simple technique always works. When you are presenting in English (or in any language) your introduction needs to answer three questions:
It doesn’t matter if you are introducing your team, presenting a process or giving an update on a project – the structure is the same. The 3Ps help you remember this structure, and if it helps you when you are nervous, why not use the three keywords?
Presenting in English – an example of the 3Ps in action
“Good afternoon and thank you for coming. The purpose of my presentation today is to update you on the factory acceptance test. The process I will follow is to first review the agreed schedule, then talk about the tools we are using and finally we will look at two problems we have found and how we will solve them. This will take me 10 minutes. Why should you listen? Well, your payoff is that you will be confident that we can complete the FAT on schedule and that everything is under control.”
Simple, clear and effective
If you follow this structure, your introduction will be simple, clear and effective. Most importantly you can concentrate on what you want to say, and stop worrying about the English.
Good luck, and why not let me know how it works for you?
How the British handle difficult questions
/6 Comments/in Intercultural /by Beth HampelIn every culture, there are questions and topics that are taboo. They are considered too personal or indiscreet, and people feel embarrassed or even offended when asked about them. Handling difficult questions about taboo subjects can be really tricky and each culture deals with them differently. Not all cultures have the same taboos. When making small talk, an international colleague might innocently ask you about your salary, family, health or age without realising that these questions could make you feel uncomfortable. How do you deal with these difficult questions without further embarrassment? What do you say to make sure your colleague doesn’t lose face?
How the Brits do it
There are 3 main strategies that the British use when it comes to handling difficult questions. They use these strategies so they can prevent negative consequences like socially awkward situations and damaged business relationships. By using these phrases and strategies the British can avoid difficult questions rather than feeling embarrassed by talking about a topic that makes them feel uncomfortable. What’s more, they can do it in a way that doesn’t offend the person who showed interest in them by asking the question.
Strategy 1: Try to gain time to think about how to respond
Phrases:
Strategy 2: Try to change the subject
Phrases:
Strategy 3: Try to gently show that I’m uncomfortable with the question
Phrases:
Are you looking for cultural insights?
During the next few months, we’ll be publishing more articles on doing business in different countries. Do you have specific questions about how to deal with international colleagues or partners? Or, have you gained cultural insights through your work in different countries? Use the comments box below to let us know your thoughts.
Click for more information about our intercultural seminars or the IAP.
Ground rules for working effectively in groups
/1 Comment/in Soft Skills /by Guest AuthorOriginally published on: 05.06.2014
One of my program participants recently 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.
More on effective groups and facilitation
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.
Elvis, statistics and virtual teams
/4 Comments/in Hybrid solutions, Intercultural, Soft Skills /by Scott LeveyAt the time of Elvis’ death there were an estimated 170 Elvis impersonators in the world. Today there are at least 85,000 Elvis’s around the world. At this rate of growth, “statistically speaking”, one in three of the world’s population will be an Elvis impersonator by 2019.
I share this for two reasons. Firstly, I’m always suspicious of how statistics can be used to make a point – in this case an absurd, if humorous, one. Secondly, statistics can help us understand what is happening around us. There are a lot more Elvis impersonators in the world than there used to be, and the number keeps on rising.
Virtual team statistics
“So what does this have to do with virtual teams?”, I hear you say. Spend 10 minutes surfing the internet, and you can find numerous statistics on virtual teams. Here’s a sample…
What does this really mean?
Returning to the two reasons I mentioned earlier – yes, we’re using statistics to make a point about virtual teams. We’re a training company, and yes, we’d like you to invest in training. However the statistics above do help us to see what is happening. Just as there are way more Elvis impersonators today than there were in 1977, it’s clear that virtual teams are here to stay, that the challenges are known, and that we need to begin addressing and overcoming these barriers if we’re going to become truly effective when working virtually.
Obviously, no training program can remove the issue of working across time zones, but practical hands-on training does have a part to play in many of the other challenges facing virtual teams. Task-specific business English training can alleviate the basic problems caused by language barriers, and if you integrate a cross-cultural element into your training you can raise awareness of the impact culture can play on business relationships and communication. Soft skills training can make virtual team leaders much more comfortable and effective when managing virtually. This in turn will address challenges such as slow decision making, dealing with undercurrents and conflict, and driving active team participation. Finally, the technology isn’t that demanding. It’s more a case of learning to use your tools effectively and adapting your communication and team dynamics accordingly.
An upfront investment in training can and will bring your virtual teams tangible long-term benefits. Now take a look around you and imagine who’d be wearing that rhinestone jumpsuit. Lord almighty, do you feel your temperature rising?
Free downloads
THE ULTIMATE BOOK OF VIRTUAL TEAMS CHECKLISTS
CHECKLIST – ARE YOU AN EFFECTIVE VIRTUAL TEAM MEMBER?
Giving and asking for recommendations
/4 Comments/in Business English /by Guest AuthorGiving and asking for recommendations
Have you ever wanted to recommend a person, their services or even a good restaurant to someone else but didn’t know how to do it? Have you ever wanted someone to recommend you to others? Maybe you have a special skill that you’d like others to know about. You might have heard about a position, but need someone to recommend you in order to apply. Perhaps you just want to share some useful information with others and want them to know how much you liked it. All of these situations require us to give or ask for recommendations. Below you’ll find some examples of how to do this.
hbspt.cta.load(455190, ‘aaa71860-e705-4a7e-b8e5-ab6e16849d2e’, {});
Asking for recommendations:
Giving recommendations:
Here are some examples:
Employee / colleague asking for a reference:
I am writing to you since we have worked on many projects together. You always seem very pleased with my ideas and the way that I deal with problems that come up, so I would like to ask you to share this information with a potential new supervisor. As you know, I am applying for a position in the [name] department and I need a recommendation from someone who has worked with me. Would you put in a good word for me?
Response to the request:
You are right, I am very satisfied with the work that you have done in the past. I’d be happy to act as a reference for you since I think that the [name] department would also benefit from your skills. If they contact me, I’ll definitely pass your name on as a potential candidate.
Possible reference statement:
I would be happy to recommend [name] for the position you are trying to fill. [He / she] is very highly qualified and has always successfully dealt with the topics we have worked on together in the past. I only have positive things to say about [him/ her]. Please mention my name to them if you decide to shortlist them for an interview.
Try it and tell us about it
Now that you have some ideas about how to ask for and give recommendations, why not try it out by asking a colleague for feedback on a presentation or a project you have recently completed?
Maybe you can do someone a favour by recommending them to others. Or perhaps you want to let us know what you think of the information presented in our blog? Please feel free to use our comments box below.
The 3 dimensions of customer service
/in Soft Skills /by Brenda VansetersDo you work directly or indirectly with customers?
If the answer is yes, then you provide customer service.
In a dedicated customer service environment, like a call centre or corporate helpdesk, customer satisfaction (CSAT) is a prominent phrase. In such an environment, customer satisfaction is measured through surveys and feedback. In a non-dedicated environment, customer service is only a small part of the job, but the principles are the same. You need and want the customer to be happy with the service you provide.



hbspt.cta.load(455190, ‘aaa71860-e705-4a7e-b8e5-ab6e16849d2e’, {});
Your CSAT score – getting it from good to great
A happy customer = a returning customer. Because you are dealing with the expectations that people have of you, customer satisfaction means something else for each customer. There are many factors that can influence your customer’s satisfaction. But even though customer satisfaction means different things to different customers, all customer expectations fall in to what is called ‘The three dimensions of customer service.’
The 3 dimensions of customer service
The business dimension
The practical need of your customer. The business dimension is the reason why they are contacting you. Something’s not working. There’s an issue to solve or a question to answer. Providers who work too much in this dimension are focussing on solving the query and not enough on the person making the query. Customers feel the interaction was too impersonal or too technical and their CSAT score reflects this.
The human dimension
The human need of your customer. Customers want respect, attention, assurance. They want to feel important. Addressing customer needs in this dimension successfully has a larger overall impact on the long-term satisfaction of your customer than addressing their business need – even if you can’t answer their query immediately.
The hidden dimension
The hidden dimension is all the things that are going on behind the scenes for you and the customer. For the customer, it’s a set of expectations that they have of the service. For the provider, it’s the processes and procedures that must be followed during the interaction. Your ability to address customer expectations and the hidden aspects of your job can have a large impact on your CSAT score.
Achieve customer satisfaction by focussing on the human dimension
Although balancing your customer’s needs in each of the three dimensions is paramount in achieving an excellent CSAT score, it’s the human dimension where people feel they are cared about and listened to. The efforts that you make in the human dimension will pay off for you on their CSAT score.
A practical example
Here are two partial transcripts of identical queries that one of our clients (a corporate helpdesk) received. When the two surveys came back, one had an average score, the other received the highest mark possible. During both calls, the problem was solved within minutes.
Customer query:
I received an email that said I had to upgrade my software. When I clicked on the link, nothing happened. But now the program won’t start either.
Transcript 1
Customer: How am I supposed to work now?
Helpdesk: I’ll fix it for you. Just hang on for just a minute.
…(customer put on hold)…
Helpdesk: Okay. I’ve resent you the mail with a new link. It should work now. Call back otherwise.
Customer: Thank you.
Transcript 2
Customer: I don’t believe this. I have an important deadline.
Helpdesk: I need to put you on hold for a minute, while I check XYZ on our end. I’ll be right back.
…(customer put on hold)…
Helpdesk: Thanks for waiting. Within the next few minutes, you’ll receive an email with a new link. This time, the upgrade should work just fine. Do you want me to wait on the line while you try it?
Customer: No, that’s okay, I can call back if it doesn’t work.
Helpdesk: I’m very sorry about this. I understand this is the last thing you need when you have a deadline. In any case, I hope it’s all sorted now.
Customer: Me too. Thanks.
What is good customer service, in your opinion?
Think about excellent customer service that you have received. What sticks in your mind the most – is it the time it took to solve the problem, or how the provider addressed your human need? What specifically did the provider say or do that made you a satisfied customer? What does someone have to do for you to score a “perfect 10” on a feedback form? For some it is the effort the provider took to make sure the problem was solved. For others it’s the fact that it wasn’t a complete hassle to get someone on the line.
What is good customer service in your opinion? Let us know.
Teleconferences are not normal calls
/in Business English, Hybrid solutions, Soft Skills /by Guest AuthorNot your typical phone call
Teleconferences are a great way to connect to people around the world. They’re less expensive than face-to-face meetings, often take less time, and solve problems more efficiently than emails do. Conducting a teleconference should be easy. All you have to do is connect everyone on the phone and make decisions as if you were all in person, right? Unfortunately, it’s not that easy. A teleconference is not your average phone call. It is a meeting and needs to be prepared for as such. Below are some key points to help you remember that a teleconference isn’t your typical phone call.
Teleconferences aren’t difficult to carry out, but many people are not mentally prepared when joining. Having the awareness, through the 3 main points below, that your telecon is not just a normal call is a great start.
1. Plan
2. Moderate
3. Participate
More tips on teleconferences?
You might enjoy reading Chad Phillip’s post: Teleconference tips and phrases. The simple and practical checklists in our latest Ebook: The ultimate book of virtual teams checklists may also be of interest to you.
THE ULTIMATE BOOK OF VIRTUAL TEAMS CHECKLISTS

How effective is your virtual team?
Virtual Meeting Dos and Donts
/3 Comments/in Business English, Hybrid solutions, Soft Skills /by Guest AuthorEnsure your virtual meetings are productive
Virtual meetings can be tricky at times. Are they more like a telephone call or a face-to-face meeting? Well, they are a combination of both and should be treated differently. Here are some quick and easy “Dos” and “Donts” for virtual meetings.
Virtual Meeting “Dos”
Virtual Meeting “Donts”
More tips on virtual teams?
These dos and donts are only a small sample of the tips in our latest Ebook: The ultimate book of Virtual Teams checklists. Make sure you download a copy if you’re interested in maximizing your virtual team’s impact. Enjoy the read and… let us know what works for your virtual team!
Virtual Teams: Post-Meeting To Do’s
/1 Comment/in Business English, Hybrid solutions, Soft Skills /by James CulverVirtual Teams: Pre-Meeting To Do’s
/1 Comment/in Intercultural, Soft Skills /by James CulverWhat do you do before your virtual team meetings?
Preparing for any meeting is important, especially for virtual meetings via teleconference or netmeetings. It is difficult working in virtual teams as you don’t see your other team members face-to-face very often. So, try not to put yourself at a further disadvantage by forgetting to do a few small things before your meetings. Here are five easy things you can do before your virtual team meetings to help make them more productive.
5 Pre-Meeting To Do’s for Virtual Teams
1. Identify Team Members
List the decision makers, subject experts and opinion leaders before the meeting and identify their possible input and interests in the outcome of the meeting.
Consequences:
2. Establish Ground Rules
The team decides on acceptable meeting behavior before the meeting begins and holds each other accountable to the rules; for example no interrupting, poll opinions, always have an agenda, etc…
Consequences:
3. Publish an Agenda and Goals
Publishing an agenda should be a “must do” but it doesn’t always happen or it doesn’t happen in time for the participants to prepare. Another important feature of an agenda is a purpose statement or goal. What do you want to achieve with the meeting? What does a good meeting look like? Answering these questions will help you and your participants feel like you’ve accomplished something when the meeting is over.
Consequences:
4. Build Relationships
Take time before the meeting to get to know team members personally. It’s really important to build rapport and commitment to the Virtual Team.
Consequences:
5. Master the technology you will use in the meeting
Understanding your technological tools, what can go wrong and knowing how to fix it in advance of the meeting is crucial. Know what tools are available to your participants and be prepared to trouble shoot with participants. Always have a back-up plan.
Consequences:
You can ensure your virtual team meetings run more smoothly by taking a few minutes and doing the five things above. What else have you done that has worked well? Let us know in the comments area below. Also, if you want to improve your overall participation in virtual teams, you can download our eBook of checklists and check out our seminar on Working Effectively in Virtual Teams by clicking here.
Email replies: How to avoid emotional emails
/2 Comments/in Business English, Hybrid solutions /by George BarseProfessional email communication is essential in business situations. However, people sometimes let their emotions get the best of them and send an email they later regret. Multiple punctuation marks, all-capital letters along with a rude and unprofessional tone are often used to show how upset the sender is. We have all received them at one time or another. You may have been guilty of sending one, as well.
A quick reaction to receiving such an email would be to immediately send a response even angrier than the original, but what would that solve? Answering with your own angry and emotional email would only lead to more problems later. The important thing to remember when receiving such an email is to remain calm. There is no reason to maintain the angry dialogue by responding in the same manner, but simply ignoring the email won’t make the issue go away either.


3 Tips on what to do to avoid emotional replies
Don’t write your response immediately. If you do, some of your own lingering emotions may show in your writing. Put the email aside until later in the day.
1. After some time:
2. Ask yourself:
3. When writing your response:
Emotional emails are often written to get a reaction and to bring awareness to a particular issue. Make sure you acknowledge this issue, but don’t try to pass the blame on to somebody else. By remaining professional, the sender will often realize how unnecessary their tone and language was.
Helpful phrases to help avoid emotional emails
Intro sentences:
Addressing the issue:
Closing sentences:
By keeping your email clear, concise and diplomatic, you open the door to a more efficient dialogue while also strengthening your professional relationships. Always avoid using language that you wouldn’t use if speaking to somebody face-to-face. If you have any phrases you like to use in these situations, please let us know below. Also, check out our seminar on reader-oriented writing in English to improve your overall email communication.
Challenges of Working in Virtual Teams
/1 Comment/in Hybrid solutions, Intercultural, Soft Skills /by Guest AuthorWhat are the challenges in your virtual team?
Each virtual team has their own unique challenges, but there are always a few that seem to be consistently present. In this short video, Scott Levey, Director of Operations, focuses on two of the most commons challenges we see when training virtual teams. Having awareness of these, and other issues that may arise, will help your virtual team increase its effectiveness.
Want to improve your virtual team’s performance? Make sure to download our eBook of Virtual Team Checklists and check out our Working Effectively in Virtual Teams seminar.
Giving Feedback Virtually
/1 Comment/in Hybrid solutions, Soft Skills /by Guest AuthorDo you ever give feedback virtually?
Do you give your suppliers, your clients and your co-workers effective feedback – both positive and constructive (negative)? Giving good, timely, constructive and actionable feedback is something that most of us have to put a lot of effort into. Do we praise the

right things? When we give constructive feedback, do we make positive suggestions? Do we always remember to address the issue, not the person?
Giving feedback well is not easy. But, giving feedback well in a business world that is becoming increasingly virtual can be a real challenge. When we add a few of the complexities that come from interacting virtually, we have an even harder job. Some of these challenges include timing, reading reactions, specificity and tone. When giving feedback virtually, for example via email, here are a few suggestions and tips below to help you do a better job.
Free eBook
download
5 Tips for giving feedback virtually
1. Make sure that the timing is appropriate – especially if your feedback is negative. Think about raising a child or a pet; you don’t tell them they did something wrong three days later!
2. Make sure that the reader understands immediately what the email is about:
3. Break your feedback up. If you told them you had feedback about the pricing and the payment process, these should be two completely separate paragraphs. Give them headings if you wish.
4. Try to be specific and give justification. For example:
5. When rejecting a suggestion, try to make a counter suggestion. For example:
Of course, there are many other things which can help to make giving feedback virtually more effective. Please feel free to add your extra ideas in the comments section below. Also, make sure to check out our seminar on Working Effectively in Virtual Teams to help improve your virtual team’s performance.
Virtual Team Meetings: Creating Empathy and Rapport
/2 Comments/in Business English, Hybrid solutions /by Guest AuthorHow are your Virtual Team meetings?
More and more meetings are being held virtually. Virtual team meetings are a trend that is bound to continue as it is far cheaper than getting everyone together. But it isn’t the same, is it? Unless you use webcams, you can’t pick up on any nonverbal communication going on. You can’t see people’s faces. You can’t see what they are thinking. To be honest, you don’t know what they’re actually even doing. You also, and this point bothers me the most, can’t have that cup of coffee together at the beginning where you exchange a few words often unrelated to business.
Why is the social aspect so important?
You completely miss out on the opportunity to establish any empathy or rapport with the people you are working with. Imagine for example that you are having a virtual team meeting to discuss solving a problem you have. If you don’t have any form of relationship with these people, how can you expect them to help? Isn’t it easier to request help from someone you know a little about? If you don’t know them at all, how can you choose the right way of talking to them to win them over? Of course, the need for empathy building will vary from culture to culture. Some will take an order as an order and just do it, but not that many. And what happens if you have a multi-cultural team?
What can you do to establish virtual empathy and rapport?
It is doubtful as to whether empathy can actually be taught. But there are techniques which help to develop it. Here are a few:
What can you talk about and what should you say?
Small talk can also give you valuable information about the other participants which could be important to the success of the meeting. What mood are they in? Are they having computer problems? Are they calling from a quiet location? Here are some topics we recommend using and some language to get you started. There are literally hundreds of things you could say, but it can be helpful to have a few prepared. You’ll see that some of these are particular to virtual meetings:
Location
Weather
Logging-in
Sound quality
Performance
Work
If you give lots of information in your answers, it makes it easier for the other person to ask more questions and keep the conversation going. If you just say ‘yes’ or ‘no’, it will stop the conversation. If you’re asking questions, remember to use open questions so that they can’t be answered with “yes” or “no”.
More on this topic can be found in our Using Collaborative Technologies Seminar. Do you have any tips you’d like to share on how to build empathy and rapport in your virtual team meetings? Let us know in the comments area below.
Leadership and Training: A department head’s view
/3 Comments/in Soft Skills /by Martin WheelerAs a training provider, I have my opinions on how I think leadership and training should be connected. Is this the same as what a German Dept Head thinks? I was recently fortunate to spend a few minutes with Arnhild Ott, Department Leader of Personnel Development in the Mail division of DPDHL. Here are four questions on leadership and training and her answers.
What do you wish line managers would understand about training?
Arnhild Ott: I wish that they would understand that training is only one possibility. The most interesting method is to learn on-the-job and that training is only 10% of the learning environment and it’s most valuable in your own business environment. A second point is that every training session needs to be centred on communication between the line manager and their employee. There is a need for a talk before and after the training. And this is very important for the training’s success: that the manager has an important role. A third point is that training is not an incentive; training is for when we have to close a gap between the current knowledge and the expected knowledge in the function of the role.
What will training look like in 10 years’ time?
Arnhild Ott: I expect that training will be more and more virtual, further away from classroom training with more webinars, more on-the-job, smaller pieces of content, or experience. It will be more creative, more integrated in your normal life and business life. It will be more difficult to see a distinction between training and a non-training session as it will be integrated in your business life. In short, small pieces, more virtual and more media-driven.
Can you give me your perspective on current trends in leadership culture?
Arnhild Ott: The world is rapidly changing. Main issues in the leadership culture context are that leadership practice is influenced by globalisation, by the uncertainty of the situation at the moment . You have to act in a more and more complex world. It’s more difficult for each manager to create the future. This is very strenuous for each manager because traditional methods and perspectives don’t help you in these increasingly complex situations. You always need more skills and more knowledge about methods, so as to be able to understand and (re)create complex situations with your employees.
The next point is that you see an increase in burnout; more and more people feeling limited in their competencies, their lives restricted by too much time at work. Everyone is searching for better work-life balance as they have to struggle against complexity. In fact, you see more and more issues of rationalisation. Mostly leaders have to handle more and more uncertainty and ambiguity. These are major challenges for people and especially leaders; everyone needs competencies to deal with uncertainty and unclear perspectives and also to enable them to decide on their own how to act.
Can you give some examples of these competencies?
Arnhild Ott: You need ambiguity. You need more systemic thinking rather than a linear perspective. You need to think from a network perspective- influence between several influences– not a single linear one. You have to combine rational thinking with more intuitive thinking and you have to recognise more and more your own gut-feeling.
A special thanks to Arnhild for taking the time to share her thoughts with us. What do you think about what she said? Do you agree? Let us know in the comments area below. Also, make sure to check out our methods and tools section to learn more about how companies are approaching their training.
Giving Advice Across Cultures
/2 Comments/in Hybrid solutions, Intercultural /by Beth HampelIs giving advice the same in every culture?
Giving advice to someone is not as simple as just telling them what to do, especially in an intercultural situation where more sensitivity needs to be applied. The problem is that if the advice you give is too direct it can come across as a command. What if you haven’t understood the situation correctly or completely, and your advice is no good? The person seeking your advice needs ‘an out’ – a way that they can reject your advice, or reformulate their request for advice without losing face – or causing you to lose face!
Below you can see some typical phrases for giving advice across cultures in the form of tips which can help you ensure nobody loses face. They offer your conversation partner plenty of flexibility to take your advice or not, as they see fit. If you are able to offer advice in an objective, neutral, sensitive and respectful way when people come to you, then the risk of accidentally damaging a good working relationship will be reduced.
Language for giving advice across cultures
Tip: Clarify the limits of the question
Phrase: If I were you, I’d make sure you understand the limits of the question.
Tip: Ask how your advice sounds
Phrase: Asking how your advice sounds might help.
Tip: Be confident not arrogant
Phrase: If you ask me, be confident but not arrogant when giving advice across cultures.
Tip: Beware of giving unsolicited advice
Phrase: Bear in mind the difference between solicited and unsolicited advice.
Tip: Give the recipient an “out”.
Phrase: You could try giving the recipient an “out.”
Tip: Ask for follow-up
Phrase: In your situation I would make sure to ask for follow-up.
3 Benefits of using suitable language when giving advice
By ensuring the language you use to frame your advice is culturally sensitive you can:
If you are interested in learning more about doing business across cultures check out our seminar details. And for more details on intercultural communication take a look at our selection of blog posts.