business communications class week 6 ethan chazin
DESCRIPTION
Awesome business communications strategies, tips, and resources provided by Ethan Chazin for entrepreneurs, start-ups, small biz owners and professionalsTRANSCRIPT
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CAB CAB 0002/010002/01
BizCommsBizCommsWeeks 8-9Weeks 8-9
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• Taking & leaving messages on the telephone• Asking for repetition• Scheduling appointments• Handling complaints• Problem-solving• Making concessions• Resolving conflicts
Week 8-9 Class Agenda
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Taking & Leaving Taking & Leaving Voice MessagesVoice Messages
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• At the beginning state your name, date, time and telephone number.
• Speak slowly and be as clear as you can.• At the end re-state your name and telephone
number.• Send email follow up as needed – based on the
importance of the call.
Voicemail Message Nirvana
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• Ask when the person you are trying to reach will be back.
• State your name, phone/cell phone number, the person that referred you to the person you are trying to reach (if applicable) and the reason for your call.
• Ask them to repeat your information back to you.
• Don’t be condescending.• Thank them and be sure to get their name.• Do the same if you are taking a message for
someone else. Use clarifying questions.
Leaving Messages With Someone
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Gain clarity by asking Gain clarity by asking for repetitionfor repetition
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• “Can you please repeat that, so I can make sure I captured your information correctly?”
• “To confirm, we agreed to meet on…”• “I’d like to repeat that to make sure I captured
your information correctly…”• “I’m sorry I couldn’t hear you. Can you please
repeat that?”
Gain Clarity. Request Repetition
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Scheduling Scheduling AppointmentsAppointments
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• Maintain ONE master calendar – multiple calendars lead to confusion.
• Keep a 3-4 month calendar at work and your home office.
• Avoid over-booking.• Give yourself time to travel to/from meetings
and time to have POOST-meeting de-briefs.• Send reminders 1-2 days before highlighting
the logistical details.• Send agendas.• Agree in advance who will be contacting whom.
Scheduling Appointments
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• S• X• X• X• X• X
Br
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Handling ComplaintsHandling Complaints
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• Never interrupt someone: let them finish.• Take all of the necessary information.• Empathy goes a LOOOOONG way.• Set (manage) reasonable expectations.• Commit to a plan to resolve and report back to
them.• Keep in touch, and ALWAYS deliver on your
promises.• DON’T internalize their emotions. Stay clam and
neutral but NOT cold.
Handling Complaints
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Creative Problem Creative Problem SolvingSolving
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That’s How It’s That’s How It’s ALWAYSALWAYS Been Done Been Done
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DO IT ApproachDO IT Approach
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DD Define the problemDefine the problem
OO Open your mind & apply creative Open your mind & apply creative
techniquestechniques
II Identify the SolutionIdentify the Solution
TT Transform: implement the solution Transform: implement the solution
using an action planusing an action plan
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Task OwnerContribu
torsStart End
Contin-gencies
Status
1. Find new work space for staff
Carol Jackson
Feb. 1 April 1Available capacity
Open
1a: Explore space in Main building
Misty Beasley; Melissa Benca; Diana Nash; Paul Grayson; Emmalyn Yamrick; Rosemary Ampuero
Feb. 1 Feb. 15Available capacity
1b
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BrainstormingBrainstorming
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BrainwritingBrainwriting
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The Disney Creative The Disney Creative StrategyStrategy
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DreamerDreamer RealistRealist CriticCritic
Go through all 3 Go through all 3 stagesstages
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StarburstingStarbursting
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StarburstingStarbursting
IDEA / IssueChallenge
WHO
WHAT
HOW
WHERE
WHEN
WHY
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Metaphorical Metaphorical ThinkingThinking
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StudentStudent
ServicesServicesHealthHealthWellnessWellnessCareersCareers
AdvisementAdvisementHousingHousingMajor/Major/minorminor
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ProvocationProvocation
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Attribute ListingAttribute Listing
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Student Development
CareerServices
Counseling ResidenceLife
Leadership Internships Crisis Intervention Student Housing
Coaching & Mentoring
Self-Assessments Academic Advising
Roommate Matching
Employer Matching
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Reframing MatrixReframing Matrix
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4 4 PerspectivePerspective Approach! Approach!
• Product/Service Perspective: Is something WRONG with the product?• Planning Perspective: Are our business plans faulty?• Potential Perspective: If we increase our workload, projects, service offerings, how would we achieve this?• People Perspective: Do we have the right people in the right jobs?
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Problem Problem PerspectivePerspective:
X X
Planning Planning PerspectivePerspective:
X X
Potential Potential PerspectivePerspective:
X X
PeoplePeoplePerspective:Perspective:
X X
Problem Being AddressedProblem Being Addressed
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Seeking InspirationSeeking Inspiration
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Seek Help OnlineSeek Help Online
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Making ConcessionsMaking Concessions
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• Avoid making the first concession whenever possible.
• Label your concessions, so everyone understands what you are offering.
• Demand and define reciprocity.• Make contingent concessions (Plan B, C, etc.)• Make your concessions in installments, not ALL
AT ONCE.• Take classes on negotiations.
Making Concessions
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““In life you don’t get In life you don’t get what you deserve; what you deserve; you get what you you get what you
negotiate.”negotiate.”
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Resolving ConflictResolving Conflict
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• Address issues early and directly with the parties involved.
• Lock onto common interests to get to a positive place where both parties are in agreement.
• Focus on the issues, not the person (emotions.)• Understand the other parties’ position(s.)• Never back the other party/both parties into a
corner.• Focus on the present/future leave the past.• Power differences affect conflict resolution.
• Address psychological concerns and the need to “save face.”
Conflict Resolution
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RESOURCESRESOURCES
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Resources
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Resources
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Resources
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Resources