Communication in business requires the understanding of different communication styles, and the ability to break down communication barriers.
In business communication, effective communication requires a sort of “office communication toolkit” – the kind of resource Business Management Daily provides.
Whether you're stuck on the elevator with the CEO or meeting new people at a networking event, 'power chatting' can be your ticket to making a good impression. Here's how to make those conversations work in your favor.
Bosses aren’t the only ones who can provide feedback to employees. Giving negative feedback requires you to counsel and criticize in a way that alerts a co-worker to where the problem lies and what must be done to solve it. Follow this seven-step method:
Networking may seem like a mysterious skill that’s beyond your grasp, but actually, it’s as simple as this Golden Rule: Always offer to help, and never expect anything in return. Three ways the rule works:
Research shows that people take longer to reply to voice messages than other types of communication. Even getting a voice message heard is a challenge. So what can you do to ensure that people respond to a message you leave them? Try these tips:
Are you “smothering” perfectly good verbs? Example: You turn “decide” into a noun, making it “decision.” Then you need to use “decision” as a verb, so you write, “make a decision”—forgetting that you could simply use “decide.”
When to use "who" and "whom," which confuses many people:
Get someone to agree to a change by using the PAS formula, says Fred Kniggendorf of Gravyloaf. “PAS” stands for state the Problem, Analyze the problem, then finish by offering a Solution to the problem.
Taking minutes wasn’t getting any easier for Terri Michaels, even after years of practice. “I had become wordy, and the minutes were sometimes eight pages. Each new director or company wanted them done differently,” she says. Finally, she enrolled in a workshop, and things changed. Now she uses these 10 best practices:
You’re mired in an uncomfortable relationship with a board member, your boss or a peer. In a situation like this one, a leader has some hard work to do, says executive coach Mary Jo Asmus. She likes to ask: “What is the conversation that you need to have with that person?”
When you have to deliver bad news to someone, follow this protocol that medical doctors use to tell patients about dire prognoses: