- •ChapTeR 1. Individual work technique: ноw то мaкe up for lost time
- •1.1. Lack of time
- •Results of the Research
- •From Whom to Learn
- •Waste of Working Time
- •What to Begin with
- •What Will the Recommendations Give You
- •1.2. Recommendations for organizing time
- •Rule 1. Make a daily schedule listing all jobs in the order of their importance.
- •Rule 2. Take up first of all the most important and urgent affairs.
- •Rule 3. Escape from routine work and try to stay alone at least for an hour.
- •Rule 4. Don't scatter your attention, concentrate on one job at a time.
- •Rule 5. Try to make over as many tasks as possible to others.
- •Rule 6. Update the system of control.
- •Rule 7. Don't allow the papers pile upon the table.
- •Rule 8. Use the effect of 7 "small things'
- •1.3. On thc applicability of recommended rules
- •Some Tips
- •1.4. Do not let us linger!
- •Habits Dominate over Us
- •Inertia Is Rooted in the Truth That It's Easier to Go on with a Job than Begin a New One.
- •Unpleasant job
- •Complicated job
- •Uncertain situation
- •Снaртer 2. Business communication
- •2.1. Business conversation, talks
- •Importance of business communication
- •2.2. Ten rules to prepare for and carry on a business talk
- •Rule 4. Choose the right place.
- •There should be nothing to disturb or divert you;
- •The place should correspond to the aims of the talk.
- •Rule 5. Objectives of the first part of a talk: a) to have the participants focus their attention on the subjects; b) to create the atmosphere of mutual confidence.
- •Rule 6. Bring your tactics in line with the aims.
- •Rule 7. Try to keep your partner talking most of the time.
- •Rule 8. Rise to the occasion.
- •Rule 9. Fix the information obtained.
- •Rule 10. Stop the conversation right after reaching the set purpose.
- •6.3. Particulars of various kinds of business talks
2.2. Ten rules to prepare for and carry on a business talk
Experience has shown the effectiveness of the next rules.
Rule 1. Formulate the specific aims.
Those may be: to conclude an agreement, sign a contract, settle a controversial problem, persuade, get information, give an assignment, give instructions, criticize for poorly done work, get to the bottom of a problem, render a helping hand, get rid of a new assignment, give account of a job done, deny a blame, check the subordinates doing their assignments etc., (the reader can continue enumerating possible subjects of talks with customers, subordinates or the authorities.)
• The more specifically is the aim formulated, the more definite are the steps to follow. This is of special importance to choose more rational tactics of the talk (see rule 6.),
To formulate the aims of a talk is helpful not only for the initiator but for the other parties as well. Imagine your colleague comes (initiator of the talk) with the problem which you are unable to settle because you lack necessary information. Naturally, the first objective you set yourself is to obtain some information, first of all from the visitor himself.
Rule 2. Make a plan of the talk.
It is hard to keep in mind a plan for a talk that is serious enough. (It is said not for nothing that "the palest ink is brighter than the most retentive memory", and also "what ever doesn't remain on paper is not bound to materialize".). When writing the main points of a talk we:
polish the formulations;
put a range of arguments into a most convincing succession;
think out and systematize the arguments;
collect the necessary documents, materials, etc.;
determine the participants.
The last two statements seem to need comments. How often we face the situation like this:
First member of the talk: "There was a decision of the conference about that".
Second member: "What decision? I don t know anything."
First member: "I'm going to show you the minutes (Looks for it, first on the table, then in the drawers of the table, then in the bookcase... Doesn't find anything).
Well it’s mislaid somewhere. But I'm telling you for sure — there was such a decision."
Second member: "Must have been, if you tell me so. But I can’t believe that the formulation was like that. After all, it’s the formulation that matters, that's why I can’t agree with you..." Doesn't it strike you, reader, that the first member has lost this episode (and probably the whole talk)?
And it happened because the talk was not provided with the necessary data — papers which are known to be the weightiest evidence.
As regards the number of participants, it should be noted that, every new participant can bring in an element of vagueness. Therefore one should try to minimize the number of participants for the sake of better guidance.
It is easiest to conduct a talk tête-à-tête. Presence of an audience creates a kind of theatrical effect when we speak not to the interlocutor alone but to the other listeners, because we are often not indifferent to what the audience may think or tell others.
Our interlocutor is not indifferent to that either, consequently his perception and reaction in the presence of others is to be less predictable.
Rule 3. Choose the time: a) convenient to you and your partner; b) sufficient for the talk.
Imagine, you need to talk to a woman employee about her attitude to her job to understand why her behaviour has recently changed for the worse: she has become negligent about her work, insolent in response to just reproofs... you have to get her to talk. End of the working day is the right time for you. And now you make an appointment with her 20 minutes short of the end of her shift…
About what will she be concerned if she cannot delay even for a minute (for instance she has to fetch her child from the kindergarten). Naturally, her earnest desire will be that the talk should come to the end as soon as possible! It is clear that no frankness on her part can be expected. The aim is not reached, the talk is lost.
And the point is that the initiator violated rule 3 (a) and rule 3 (b): he didn't see to it what the time is sufficient and convenient not only for himself.
It is risky to start a talk (of the kind that may drag out) on the eve of conferences and other fixed measures.
It is not recommended to try to join in a talk after an event that has caused you agitation, anger (specifically after getting a "wigging" from the boss).