Supplement

The Meetings

1. Starting the meeting

Language frame

1.1. Signalling the start

Clear signals are needed to focus the attention of those involved and to indicate entry into the meeting structure.

I think we should begin. Right, shall we begin? Let's start.

1.2. Setting the agenda

The agenda is the map of the meeting and should be clear and concise.

The agenda this morning consists of two items. There are three main topics on the agenda. First, .... there are three things we 've got to discuss today.

1.3. Assigning roles

All participants should know what they are expected to do.

Mr. A is going to outline the problem. I'd like you, Mr. B, to summarize the financial position. Could you, Mr. C, tell us about the X situation?

1.4. Updating

All participants should be given the latest relevant information as early as possible.

News has just come in that.... Well just heard that... It's being confirmed that....

....there is been a new bid.

1.5. Setting objectives

The target of the meeting should be clearly stated.

Our aim this morning is to ... Our objective today is ... The main thing we've got to do today is to ...

1.6. Giving opinions

How you give an opinion may decide how others react to it.

I think that ...I believe that ...It seems to me that... My view is that... ...we 've got to move fast.

1.7. Agreeing and disagreeing

Again, how you agree and disagree may decide how others react to you.

I go along with that. You 're right. I couldn 't agree more.

I disagree. I can’t agree with you. I 'm not sure I agree.

1.8. Moving and discussion forwards

As you move through the agenda, give clear signals of intention and position.

Let's go on to ... Can we deal next with... Let's turn our attention to ... ... the financial aspects.

1.9. Asking for opinions

Encourage contributions and involve others.

What's t your view on this,...? How does Marketing see this,...? How do you feel about this,...?

1.10. Conceding and making points

Agree before you disagree. The Yes, but... technique is common in English-speaking meetings.

That may be. I still think, though ... You could have a point. On the other hand,... You may be right. But you mustn 't forget...

2. Getting to the main business

Language frame

2.1. Signaling - a new topic

Announce your arrival at each new item on the agenda.

Right then. This leads us on to ... OK. This brings up the problem of... ... the X- programme .

2.2. Reporting the present situation

Use the present continuous tense to describe events happening now.

The present situation is that the share price is falling. What's happening is that competition is increasing,

2.3. Identifying the central issue

If a situation is unclear, signal the need to get to the root of the problem.

Let's get to the bottom of this. Let's try to identify the main problem here. What's the underlying issue here?

2.4. Making a promise

Persuade participants by assuring them of positive action or outcome.

If you drop your quote by 10%, we '11 give you the contract. You 'II have a rise after six months as long as your performance is satisfactory.

2.5. Expressing doubts

Doubts may be genuine reservations or disguised disagreement.

I have some reservations about that. That's oversimplifying it. 1 'm not so sure,

2.6. Warning

Persuade or dissuade by predicting a negative outcome.

Unless we improve training now, we'll fall behind our competitors. Act now or it'll be too late. Our business will suffer if the U.S. raises protectionist barriers.

2.7. Interrupting

Intervene positively but politely.

Excuse me, May I come in here? May I interrupt? Before you go on, could I say this? Just a minute. Can I say something here?

2.8. Summarizing an argument

The rule is, say what you have to say, then say it again in summary form. What I'm trying to say is that... What I'm getting at is that... In a nutshell, what I am arguing is that... ... there is no longer a European solution.