communicating effectively - write speak and present with authority

CommunicatingEffectively

GARRY KRANZ

B E S T P R A C T I C E S :

WRITE, SPEAK, AND PRESENT WITH AUTHORITY

PREFACE

1 COMMUNICATING CLEARLY IN WRITING 1 The Basics of Communicating

in Writing 2

2 DIGITAL COMMUNICATION 17 Communicating via E-mail 18 IM: Sending Messages in an Instant 45

3 PRECISION ON PAPER 49 Crafting Smart, Snappy Memos 50 The Enduring Letter 60 The Report 87 Recording Meeting Minutes 103

Contents

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4 ORAL COMMUNICATION 107 The Nonverbal Nexus 108 One-on-One Discussions 108 Telephone: The Rules

of Engagement 123 Conference Calls and

Videoconferencing 128Presenting in Public 132

OFF AND RUNNING 138

RECOMMENDED READING 142

INDEX 146

ABOUT THE AUTHOR

CREDITS

COVER

COPYRIGHT

ABOUT THE PUBLISHER

Preface

How do you write effective e-mails? Whatcan you do to make your reports more per-suasive? If you have an important messageto communicate to a colleague in Germany,should you adopt a casual or formal tone?When is it okay to instant message at work?How should you prepare a presentation?Why is it important to watch for nonverbalcues when talking with your boss, employ-ees, or colleagues?

In this book, we distill the wisdom ofsome of the best minds in the field of busi-ness communication to tell you how to com-municate effectively. The language is simpleand the design colorful to make the infor-mation easy to grasp.

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Quizzes help you assess your knowledgeof communication issues. Case files showhow people have addressed their own com-munication challenges. Sidebars give you abig-picture look at how to deliver your mes-sage more clearly and highlight innovative,out-of-the-box solutions worth considering(e.g., e-mail-free Fridays, anyone?). Quotesfrom business leaders and writing and com-munications experts will inspire you as youface your daily barrage of meetings, difficultconversations, e-mails, memos, reports,and letters. Finally, in case you want to digdeeper into the topic of communication andmanagement, we recommend some of themost important business books available.The authors of these books both influenceand reflect today’s thinking about communi-cating effectively and related managementissues. Understanding the ideas they coverwill inspire you as a manager.

Even if you don’t dip into these volumes,the knowledge you gain from studying thepages of this book will equip you with theright tools to communicate clearly everyday—to help you make a difference to yourcompany and the lives of the people whosupport you.

THE EDITORS

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�COMMUNICATINGCLEARLY IN WRITING

“You can have brilliantideas, but if you can’tget them across, yourideas won’t get youanywhere.”

—Lee Iacocca,former CEO of Chrysler

�W

hat is your gameplan, and doesyour team knowit? Just like a coach

in sports, you as manager arecharged with guiding a team ofindividuals toward its collectivegoal. Successful execution dependson your capacity to communicatethis game plan clearly.

C O M M U N I C AT I N G E F F E C T I V E LY

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You need to be sure all team members readfrom the same playbook. Each player’s role andresponsibilities must be meticulously defi ned.The coaching and instruction you give must bedelivered accurately and with the right timing.Nothing good happens if communication falters.A championship-caliber game plan is worthless ifthe coach sends the wrong signals to the players.

If you are reading this book to improve yourability to communicate, you obviously see thelink between strong communication skills andcareer success. In this book you will fi nd advicefor developing your own “communicationsplaybook.” It is not intended to be exhaustive,and its aim is simple: to provide digestible bitesof information to help you gain confi dence andmaster the art of both written and oral commu-nication. No matter how high-tech and diversecommunication technologies become, they canreach their full potential only when used by agood writer or speaker.

THE BASICS OF COMMUNICATINGIN WRITINGThe need to write clearly and thoughtfully arisesin virtually every situation you face as a manager.Good writing, in fact, is one of the most highlyprized competencies. An e-mail, memo, letter, orformal report each has its own special require-ments, but fundamental principles apply to allbusiness writing: planning before writing, usingcorrect grammar, knowing your audience, under-standing the purpose of your writing, striking theright tone, and revising and editing.

C O M M U N I C AT I N G C L E A R LY I N W R I T I N G

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Research and PlanningBefore you start writing, gather all the infor-mation required to craft an effective message.Consult whatever business intelligence you willneed—such as sales forecasts, customer history,industry trends, and other applicable informa-tion—so you can back up your statements directlyin your correspondence or report. For weightymatters, you may need to do more extensiveresearch to buttress the points you intend to make.

Whether research is needed depends greatlyon your subject and the people to whom you arewriting. Doing research at a library or perform-ing a detailed search using the Internet is usuallysuffi cient to back up your points with hard facts.In communications within a department ororganization, such research may be unnecessary.But supporting your correspondence or salesmaterials to prospective customers with relevantbusiness information helps win their confi denceand can help generate new business.

“Think before you write.Nothing worthwhileyields to human effortwithout a plan.”

—L. E. Frailey,author of Handbook of Business Letters


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Before you write, map out the information youplan to share and why you are doing so. Start byjotting down notes on paper and then highlight-ing the key issues you want to emphasize.

NOTE-TAKING BASICS

Distilling the most important informa-tion from a mass of material is easierif you work efficiently and deliberately.Here are some pointers:

�� Don’t frustrate yourself with exces-sive research.

�� Do jot down only the most pertinentinformation.

�� Don’t write sloppily and assume youwill be able to read your handwritinglater.

�� Don’t write complete sentenceswhile taking notes (unless neededfor clarification). Instead, jot downphrases.

�� Do use abbreviations, as long asyou can understand them. Example:“$3K” instead of “3,000 dollars.”

�� Do write special comments in themargins for later reference.

Dos & Don’ts


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The note-taking process is helpful in two ways.First, the act of writing itself tends to stimulateideas or concepts you had not previously consid-ered—scholars call this “emergent information.”Second, seeing ideas in front of you makes iteasier to sort out the most essential details andorganize them in a logical order. Keep similaritems and ideas together. This will help you rec-ognize repetition or determine in what form theinformation can best be communicated.

Grammar, Language, and StyleRegardless of the form in which you are writ-ing—say, a casual e-mail, a formal letter, or areport—you should always aim to write withclarity and simplicity. For example, rather thanwriting that your company is “interested inaligning the potentialities of your company withour long-standing reputation as a global inno-vator,” write that your company “has a strongreputation as an innovator. We should discusshow we can benefi t each other by joining forces.”

In writing, less is often more—keep it shortand to the point. Always use correct grammarand accurate language. If you feel this is one ofyour weak areas, keep a standard grammar andstyle book such as The Elements of Style by Wil-liam Strunk, Jr. and E. B. White by your desk.

Rules of grammar and writing were devel-oped so that we could all understand oneanother. In contexts where accurate andrespectful communication is important, theserules can assume greater weight than they doin day-to-day affairs. Some people are sticklers


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for minutiae when reading business correspon-dence. Here are some of the most commonmistakes writers make:

Wrong use of contractions. “It’s” is a contrac-tion for “it is.” “Its” (no apostrophe) indicatesthe possessive case of the impersonal pronoun.For example:

The hotline number is now operating. Itspurpose is to provide better communica-tion with our customers. It’s imperativethat all messages left on the hotline beanswered within one business day.

The contraction “they’re” and the plural pos-sessive “their” are also often used incorrectly. Thefollowing example illustrates the misuses of “it’s”and “they’re”:

The company is sending out it’s orderstoday. Customers should receive they’reorders next week.

Written correctly:

The company is sending out its orderstoday. Customers should receive theirorders next week.

Overuse of commas and comma splicing.Commas can be used as pauses between majorideas in sentences. If possible, keep them to aminimum. Also, do not string or splice togethercomplete sentences with only a comma when a


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logical connecting word or phrase is needed. “Ithink, I am” is a comma splice. The missing wordmakes all the difference: “I think, therefore I am.”

Failure to hyphenate properly. A “smallbusiness problem” is quite different from a“small-business problem.” Written withouthyphens, the phrase would not be clear. Is theproblem a small one or is it one typically foundin small businesses? In general, two nouns usedtogether to modify another noun are hyphenated(for example, time-management skills).

Less versus fewer. Use “less” for entities thatare diffi cult or impossible to count—snow, rain,

LESS IS MORE

General Anthony Clement McAuliffewas commander of division artilleryof the 101st Airborne Division duringWorld War II. During the Battle of theBulge, the Germans had surroundedMcAuliffe’s paratroopers and demand-ed that he surrender immediately.Unperturbed, McAuliffe communicatedhis refusal to the German high com-mand in a one-word response: “Nuts.”

The retort has become the stuff oflegend. It also contains a powerfulcommunication lesson for managers:Less is often more.

THE BOTTOM LINE


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time, money. Use “fewer” for terms that can becounted—meetings, managers, machines. Keepin mind these particular correct usages: “Wespent less money this month” and “the newermachines take fewer coins.”

Which versus that. These two words intro-duce a clause that describes a noun. Using “that”indicates the clause is “essential”; it is vital to thesentence’s meaning, providing specifi c informa-tion. For example, “The memo that addressespurchase orders needs to be sent today.” Butintroducing the clause with “which,” offset by commas, indicates the clause is “nonessential.”

“The difference betweenthe right word and thealmost right word isreally a large matter—

’tis the differencebetween the lightningbug and the lightning.”

—Mark Twain,American author

(1835–1910)


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For example, “The memo, which addressespurchase orders, needs to be sent today.” Inthis sentence, the nonessential clause “whichaddresses purchase orders” could be deletedwithout losing the point of the sentence: “Thememo needs to be sent today.”

Redundancies are redundant. All history ispast history. All completions are fi nalized.

Some phrases make no sense when you thinkabout them, or they mean something that wasnever intended. How often have you read that a“fi rst annual” golf tournament was being held?If the event is intended to be annual, say so.Until it has actually become a yearly occurrence,however, use “fi rst-ever,” “inaugural,” or “debut”instead. Also beware of “close proximity.” Bydefi nition, two businesses in “proximity” to eachother are nearby; “close proximity” suggests thatthey are even closer.

Write for Your AudienceTry putting yourself in the shoes of the readers towhom you are directing your message. How willthey react to the information? What informa-tion do they care most about? What do they needfrom you?

Knowing your audience will also help youdetermine the degree of formality with whichyou should write. For example, though con-tractions such as “I’ll” or “we’ll” were onceconsidered casual shorthand for the properterms “I shall,” “I will,” “we shall,” or “we will,”formal business writing no longer frowns upontheir use. Although there are no hard-and-fast


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rules on using casual contractions, knowing whoyou are writing for should dictate whether to usethem or not. If you are unsure, always err on theside of caution and avoid contractions and otherless-formal conventions. Keep the stamp of pro-fessionalism uppermost in your mind.

In today’s global economy, with more andmore companies outsourcing parts of theirbusiness functions to fi rms in other countries,communicating with colleagues and customersoutside the United States has become common.When writing to an international business

WRITING FOR AN AUDIENCEKeeping your audience in mind meansbeing aware of and addressing theirparticular concerns.

�� Do orient your message around thereader’s interests.

�� Do determine the level of formalitybased on your audience.

�� Do maintain a professional tone,even in less formal writing.

�� Don’t forget to take culturaland language differences intoconsideration.

�� Do invite readers to respond.

Dos & Don’ts


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audience, be mindful that they tend to prefermore formal communications. For example,refrain from addressing overseas business contactsby their fi rst names unless instructed otherwise;always use their full names, or address them bytitle and last name (“Ms. Jones,” “Mr. Smith”).

Writing with a PurposeOnce you have a clear understanding of whoyour audience is, you need to answer the ques-tion: Why am I writing?

You may be writing an e-mail to ask anemployee or coworker for information. Or youmight be writing a report to convince your bossthat increasing resources is necessary to completea project on time. Figuring out the purpose ofyour communication will help you organize yourwriting, assess what kind of evidence or informa-tion you need to back up your statements, anddetermine the style and tone of your writing.

In general, most written business commu-nications have one of two purposes: to requestinformation or the resolution of an issue, orto persuade.

Writing to request or resolve. Open witha respectful greeting to the person you areaddressing before quickly moving on to thepurpose of the request. If you don’t know theproper contact name, make a quick telephonecall to fi nd it out, rather than using the generic“To whom it may concern.”

State the specifi c reason for writing in the fi rstsentence of your document or letter. Be sure tosupply identifying information of special relevance


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to your reader—a reference to a previous conversa-tion or event, a document, customer order, invoice,or job number, etc. This gives context to your mes-sage and enables a reader to be reasonably assuredit is valid, especially if you are contacting someonefor the fi rst time.

If you are hoping to resolve an issue, avoidsarcasm and accusations. Not only do you riskletting anger cloud your judgment, but you willnot endear yourself to the very people who couldsolve your problem. If you do feel the need toexpress your dissatisfaction, use a civil tone andaddress the person respectfully. When sendingan e-mail, keep in mind that it is a medium inwhich the tone of a message can be easily misin-terpreted as sarcasm or disrespect.

Writing to persuade. Trying to get someoneto come around to your way of thinking is nevereasy. It is decidedly more diffi cult using only thewritten word, which cannot communicate facialexpressions or the infl ections of voice that lendemphasis during a conversation. Nevertheless,crafting a convincing correspondence or reportis possible. Your power of persuasion will bedetermined largely by your selection of words.

When crafting a persuasive message, expertssay, one word is more powerful than all others:“You.” Don’t begin by talking about yourself.Instead, let the person on the receiving end takecenter stage. Connect your purpose in writingwith the interests and needs of your reader.

For example, if you are writing to convinceemployees that their participation in a certainendeavor is needed, emphasize what is of value


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to your workforce. If overtime will be required,let them know it is a temporary situation andemphasize that it refl ects positively on thecompany and hence on each person directly.

DEVELOPING THE “WRITE” STUFF

Managers who write sloppy, unclear, orconvoluted correspondence and docu-ments do themselves no career favors.

Consider a 2004 survey by theBusiness Roundtable and the NationalCommission on Writing for America’sFamilies, Schools, and Colleges, whichfound that 51 percent of all compa-nies surveyed take candidates’ writingability into account when consideringthem for a higher position. Moreover,the ability to write well could provedecisive when seeking a job. “Peoplewho cannot write and communicateclearly will not be hired and areunlikely to last long enough to be con-sidered for promotion,” according tothe report.

The bottom line? If you are seriousabout advancing your managerialcareer, polish your writing skills.SOURCE: “Writing: A Ticket to Work or a TicketOut,” College Board’s National Commission on Writ-ing (September 2004).

THE BOTTOM LINE


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Let them know you sympathize, and offersome token of appreciation in return for theircontinued commitment.

If you are writing to customers, focus on howyou or your product can help them meet theirneeds. Consider this letter:

Dear Mr. Chen,

Your name was provided by a colleague, FredSmith. Fred suggested you might be interestedin our digital pager, which will be unveiled at theOnline Communication trade show in Chicago. Ifyou are attending the show, I can make arrange-ments for you to get a trial version of the pagerand determine if it meets the needs of yourmobile workforce. Please let me know if I canhelp. Thank you for your time.

Sincerely,

John Doe Marketing Manager

Although this letter does not guarantee aresponse, it offers Mr. Chen some compellingreasons to consider replying. First, the referenceto someone he knows is a tip-off that it was sentby a credible source. Second, it spells out thereasons Mr. Chen might be interested in learningmore about the product. It closes by offering him


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something special: a preview of the digital pagerbefore it arrives on the market.

Striking the Right ToneWhether you are writing to make a request orto persuade, remember that tremendous goodwill is generated by including three magic words:“please” and “thank you.” Use these words asa regular practice, particularly in all your cor-respondence, whether you are the boss or arank-and-fi le employee. Remember that even ifyou are sending out a mandate, it is wise to let itcome across as a fi rm, polite request rather thanan order.

Revising and EditingBefore sending any written message, reread itseveral times, looking for any errors. Double-check the spelling of unusual words. If you arewriting an important business letter, consultwith a colleague. Are you certain the person’sname, title, and company are spelled correctly?Have you used your word-processing software tocheck your grammar, punctuation, and spelling?When in doubt, have you consulted a standarddictionary or grammar guide? Only after youcomplete these steps is your message ready fordelivery.

�DIGITALCOMMUNICATION

“There are managers sopreoccupied with their e-mail messages thatthey never look up fromtheir screens to seewhat’s happening in thenondigital world.”

—Dr. Mihaly Csikszentmihalyi,author of Flow and Creativity

�F

or most businesspeople, e-mail has becomethe most commonform of written

communication. Because manyworkers spend most of the day“wired” to computers, e-mailis the only way to reach themquickly and reliably.


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In general, people use e-mail to quicklyexchange time-sensitive information. E-mail iseasy to use and removes the headache of printingout letters and stuffi ng envelopes. E-mail poten-tially enables managers to get more done in asingle day than they would by chasing down thesame information via phone or fax or waiting forletters to arrive in the mail.

Throughout the chapter, we will explorecommon forms of digital communication—especially e-mail—and examine when it is bestto use them.

COMMUNICATING VIA E-MAILE-mail stands for electronic mail, but you don’tneed a wall outlet to be plugged in to work cor-respondence. In this wired world, your e-mailin-box no longer resides solely in your desktopcomputer, but instead travels wherever you, yourlaptop, or your handheld device go. E-mail isas likely to be crafted on a BlackBerry during abumpy cab ride as on a laptop in a quiet homeoffi ce. The ease with which people can reachothers through e-mail has resulted in far moreinformation being exchanged than in the era oftypewritten letters. This volume has its advan-tages and disadvantages.

E-mail is the most pervasive and useful com-munication tool to emerge since the telephone.A 2006 survey by the staffi ng company Offi ceTeam found that 71 percent of executives usee-mail as their preferred method of communica-tion, whereas only 27 percent were doing so in2001. Employees in most businesses use e-mail

D I G I TA L C O M M U N I C AT I O N

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internally to set up meetings, ask for information,and exchange opinions and ideas. Organizationsuse e-mail externally to share information withbusiness partners, investors, or customers. E-mailenables companies to swap vital information withsuppliers and vendors, and makes it possible forgeographically dispersed employees to collaboratein ways never before possible. Both you and yourstaff have little choice but to learn to express your-self effectively via e-mail.

FUTURE PREDICTIONSAccording to Bill Gates, founder ofMicrosoft, in the future, new technolo-gies will make communication a multi-sensory experience of sight and sound.“Unified communications technologieswill eliminate the barriers between thecommunications modes—e-mail, voice,web conferencing and more—that weuse every day. They will enable us toclose the gap between the devices weuse to contact people when we needinformation and the applications andbusiness processes where we use thatinformation. The impact on productiv-ity, creativity and collaboration will beprofound,” predicts Gates.

SOURCE: “The Unifi ed Communications Revolution”by Bill Gates, Microsoft (June 26, 2006).

The BIG Picture


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DOES YOUR E-MAIL MEASURE UP?

Read each of the following statementsand indicate whether you agree or dis-agree. Then check your score at the end.

1. I always organize my thoughts beforecomposing e-mail.

�� Agree �� Disagree

2. I make time to personalize eachmessage.


3. I always type the recipient’s e-mailaddress last.


4. I prepare thoughtful subject lines toelicit the best responses.


5. I make sure my message is conciseand direct.


Self-Assessment Quiz


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6. I pay strict attention to grammar,punctuation, and typos.


7. My intended audience is alwaysforemost in my mind.


8. I commonly use “please” and “thankyou” in my e-mail.


Scoring

Give yourself 1 point for every questionyou answered “Agree” and 0 points forevery question you answered “Disagree.”

Analysis

6–8 Consider yourself an authority onhow to write business e-mail.

4–5 You need to brush up on e-mailpractices and etiquette.

0–3 Consider taking a course inonline business communications.


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E-Mail FormatAlthough e-mail is used frequently as a casualform of communication, important messages,to be effective, should imitate the structure ofa formal letter. Messages should consist of an introduction, a body of brief but meaningfulinformation, and a conclusion. Treat the contentof an e-mail with the same care you would otherwriting. Be scrupulous about grammar, punctua-tion, and language.

The recipient. Although the recipient fi eldis at the very top of most e-mail formats—andthus, users typically type the recipient’s e-mailaddress fi rst—it should actually be the last thingyou complete before sending your message.Get in the habit of typing recipients’ e-mailaddresses after you have thoroughly proofreadyour message, since it reduces the chances ofyour hitting “Send” prematurely—a commonerror that is stomach-churning if you haven’treally completed editing your message for tone,grammar, and spelling. After you type in orselect the recipient’s e-mail address, double-check that it is correct. You don’t want to sendyour message anonymously into cyberspace orto the wrong person. This could easily happen ifyour e-mail program stores addresses and auto-matically recognizes and fi lls in the addresses ofrecent e-mail recipients.

The subject line. Always include a pithyheader or subject line to grab your reader’sattention. Messages that arrive without an indi-cation of their content or that fail to identify thesender are likely to be discarded as junk e-mail.


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For relevance, correlate the topic of your e-mailto an item or event your readers will instantlyrecognize, such as conferences, previous phonecalls, or other business events. If your companyhas been discussing meaningful policy changeswith employees, for example, an e-mail with thesubject line “Payday changes” is sure to get theneeded response.

If you need a response quickly, say so in yoursubject line, as in “Program notes/Answersneeded today.” Because most e-mail programstruncate subject lines after 40 characters, makeevery word count. Remember that your subjectlines will ultimately help you track what has beencommunicated on a certain topic.

“Do not say a little inmany words but a greatdeal in a few.”

—Pythagoras,Greek philosopher

(circa 582–507 BCE)


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The greeting. Whenever possible, addressthe recipient by name and with an appropriatesalutation. Greetings such as “Dear Mr. Smith,”“Esteemed Shareholders,” “Loyal Customers,” or“Valued Employees” are formal. An e-mailto someone you communicate with regularly—your manager, subordinate, or coworker—wouldnot be treated with the same formality. In thatcase, a simple “Hi Mary and John” will do.Regardless of the recipient, however, courtesy

TAKE CARE WITH YOUR DISTRIBUTION

Many businesspeople are overwhelmed bythe sheer number of e-mails they receiveand have to respond to, sometimes asmany as a few hundred a day! For thatreason, you should be discriminatingwhen deciding on the list of recipients fore-mails you send.

The “To” field should include only thenames of principal recipients, those whoare most likely to be affected or motivat-ed to action after receiving your message.

The “cc” (the virtual carbon copy)should include people who need theinformation for background purposes. Youmight, for instance, send an e-mail toa departmental supervisor and “cc” thesupervisor’s assistant.


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and professionalism should be your watchwords.Use a colon or comma to separate the greetingfrom the main body of text. Colons formerly werethe norm, but commas are lighter and friendlier.A dash is even more casual and even breezy.

Body of message. Don’t annoy readers bybelaboring the point. Readers should know fromthe fi rst few words of your e-mail exactly howthis message affects them. Devote at least oneparagraph, which in electronic communication

The “bcc” (blind carbon copy)functions in the same way as the ccexcept that the names in this field arenot seen by other recipients. Use thisfield sparingly, since it’s arguably unfairto the recipient who is not fully awareof who else might be receiving the samemessage.

It is bad form and a breach of e-mailetiquette to use the “Reply to all” optionindiscriminately, especially for messagesof a sensitive nature. Also, if 15 peoplereceived the same e-mail you did, bemindful that not everyone wants to knowyour response, particularly if it is a one-word answer like “Sure.”

Plan B


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may consist of no more than one or two briefsentences, to the main point of your message. Asecond paragraph might be necessary to reiter-ate or clarify your main points. Be clear aboutpriorities or items that require immediate action.Conclude by offering phone numbers, e-mailaddresses, or Web sites so readers can obtainadditional information.

Finally, accuracy in language and grammar isparamount. Use the spell-check and grammar-check feature of your e-mail program to helpyou fi nd and correct errors before you hit “Send.”With these features at your fi ngertips, there islittle excuse for errors cropping up in important business e-mail.

Note that e-mail messages are short and shornof any unnecessary ornaments of speech. This isespecially effective when communicating withsomeone who tends to travel and therefore readse-mail on a cell phone or PDA. In such instances,sentences should not exceed a few words in asimple text message.

The signature. Conclude your message withan e-mail “signature” that includes your name,offi cial title, company name, mailing address,phone and fax numbers, e-mail address, andperhaps a hyperlink to your company’s website. Not only does the signature provide a nicefi nish to your message, but combined with anappropriate greeting and carefully thought-outsubject header, it goes a long way toward elicitingthe desired response. In digital parlance, thesethree elements make up what is known as “Neti-quette”—internet communications etiquette.


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Applying this format enables you to conveyinformation in a manner that bespeaks profes-sionalism and accessibility. Here is an example:

To all at Smith Company:

Beginning July 4, 2008, payday will move to Fridayfrom Wednesday. Your fi rst check under the newsystem will include the appropriate adjustment.Please contact me at extension 3534 if you havequestions. Thank you.

Marta BaumanPayroll SpecialistSmith Company299 Rutledge StreetBaxter, VT 05654802/654-3534 direct802/654-2600 [email protected]

E-Mails That Report or InformCompanies use e-mail in various ways. Perhapsnone has such immediate benefi ts as the abilityto keep employees informed of rapidly changingdevelopments in your company. Informationale-mail messages are a great method for dissemi-nating information to a vast number of people.Human resources departments use e-mail to


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inform employees of changes in company poli-cies or to announce new developments withintheir companies. Customer service departmentsroutinely send e-mail messages to update cus-tomers about product shipments or to resolvecomplaints. Companies with global operationsincreasingly rely on digital communications,including e-mail and instant messaging software,to help far-fl ung employees collaborate on team-based projects.

CASE FILEAVOID E-MAIL LAYOFFS

Employees who are being let go shouldfind out the bad news from their manag-ers. Seems sensible, right?

Yet Radio Shack Corp. took anotherapproach when laying off around 400people at its Fort Worth, Texas, headquar-ters in August 2006. The national elec-tronics retailer used e-mail to notify work-ers that their jobs were being eliminated.Here is an excerpt from the e-mail sentto employees who were let go: “The workforce reduction notification is currently inprogress. Unfortunately your position isone that has been eliminated.”

Radio Shack defended its method, say-ing workers knew in advance the e-mailnotifications would be coming. “It wasimportant to notify people as quickly as


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When supplying information in an e-mail, getright to the point. Keep your sentences short andyour message brief.

If the information you are sharing is complex,divide the text into sections and use subheads tohighlight the subject of each section.

If the recipients are all colleagues, you canadopt a less formal tone than if the e-mail wereaddressed to people outside the company. Forinstance, you might write:

possible,” a Radio Shack spokeswomantold the Dallas Morning News. “They had30 minutes to collect their thoughts,make phone calls, and say goodbye toemployees before they went to meet withsenior leaders.”

Radio Shack’s electronic pink slips,however, earned the company much neg-ative publicity. It seems that while RadioShack indeed conducted layoffs “asquickly as possible,” it also demonstratedthat e-mail is not always the most effec-tive—or professional—business tool tocommunicate information to employees.SOURCE: “Radio Shack Lays Off 403 via E-mail” byIeva M. Augstums and Maria Halkia, Dallas MorningNews (August 31, 2006); “‘You’ve Got Mail: You’reFired,’” The Oregonian (September 1, 2006).


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Hi everyone,

Our engineers are reviewing drawings for the newbuilding. They tell me they’ll have working drawingsready on Friday. I will bring them to the statusmeeting and hand-deliver copies to each of you.Please let me know if you have questions.

Thanks,John

For messages intended for people you don’tknow well, especially those outside your com-pany, keep the tone more formal, use recipients’titles, and spell out the names of specifi c proj-ects. In the e-mail above, for example, “drawingsfor the new building” might become “drawingsfor the Millenial Aerospace Design Center.”

Instead of referring simply to a status meet-ing, you might offer specifi c information: “Iwill bring them to our status meeting at 2 PMon Thursday, June 10, in our offi ces in Chicago.Please let me know if you would like to join us.”Finally, you would sign off with your full nameand title.

E-Mails That Request or PersuadeWhen sending e-mail to request information fromanother person, the degree of formality dependson two things: how well you know the person,and the level of serious discussion required. Asimple request such as asking for directions to


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COMMUNICATION AND LEADERSHIP

Although 40 percent of managers andexecutives exhibit characteristics thatare associated with strong leadership,about one-third lack the skills requiredto manage people effectively, accord-ing to a survey by Right ManagementConsultants. Communication skills topthe list of traits that employees con-sider desirable in managers. The sur-vey findings were based on responsesof human resource managers from 133organizations.

The most highly desired skills thatcompanies seek when hiring managersare listed below in descending order ofimportance:

Good communication skills 47%Sense of vision 44%Honesty 32%Decisiveness 31%Favorable relationships

with workforce 26%Intelligence 23%Creativity 22%Attention to detail 21%SOURCE: “Thirty Percent of Managers and Execu-tives Lack Necessary Management Skills,” RightManagement Consultants (September 21, 2004).

Behind the Numbers


32

a customer’s place of business demands a morecasual tone than an e-mail intended to formallyrecruit local business to participate in a chamberof commerce charity event.

Some requests need to be persuasive. The goalis to get recipients to acknowledge your message,even if they aren’t willing to make a commitmentinitially. If you need someone’s cooperation toget a project off the ground, make your wishes

DEVELOPING GOOD E-MAIL HABITSAlthough e-mail is faster and moreimmediate than most other forms ofwritten communication, don’t make themistake of hastily composing messagesthat can misconstrue your intentions,meaning, or facts. Be sure to practicethese essential e-mail habits.

�� Do keep your messages brief andmake each word count.

�� Do clearly identify the topic in thesubject line.

�� Do address recipients by name.

�� Don’t discuss sensitive or proprietaryinformation.

�� Don’t discuss personnel matters withindividual employees in e-mail.

Dos & Don’ts


33

known immediately, and outline the benefi ts ofthe undertaking for the other person. Spell outin the subject line the nature of your request.A journalist seeking information could let pro-spective sources know her intentions by writing,“Urgent media request/Story on workers’ atti-tudes/Your input requested” in the subject line.That way it won’t take the recipient too muchtime to fi gure out the contents of the e-mail.

�� Don’t send unsolicited e-mail tocustomers.

�� Do request people’s participation withcourtesy.

�� Don’t hit “Reply to all” unless youknow everyone needs to read yourmessage.

�� Don’t include defamatory orthreatening language.

�� Do check spelling, punctuation,grammar.

�� Do reread your message beforesending.

�� Do type e-mail addresses last andcheck that they are correctly spelledbefore sending.


34

E-Mails That RespondWhile e-mails that inform tend to impart newinformation, those that respond to anotherperson’s message address topics in an ongoingconversation. When responding to any e-mail,include or attach a portion of the original mes-sage (or “ e-mail thread” if several messages havebeen exchanged). Most e-mail programs offer a“Reply” option that automatically appends themessage to which you are replying. If this optionis not available, you don’t need to include all the

CASE FILEE-MAIL GONE HAYWIRE

Corporate e-mail that is privatelyexchanged can easily become publicknowledge. Hewlett-Packard even founditself in hot water with federal investi-gators after corporate e-mail messagesexposed the company’s efforts to gain pri-vate phone records of its board of direc-tors, as well as of employees and journal-ists, in an attempt to plug boardroomleaks of privileged company information.

The e-mail exchanges were exposed bymedia outlets, and the explosive storyshook the business community. HP chair-man of the board Patricia Dunn wasforced to resign and charged with felo-nies, along with five others. The resulting


35

original message, but just enough to providecontext for your response. This is particularlyimportant when you resume a conversation aftera long delay. Include the original message threadin your response so both of you can pick upwhere you left off.

Responding to e-mails in a timely fashion isnot only good manners—it could be critical tothe success of your job or business. For example,if a customer has a complaint about defectivemerchandise, or simply wants to know where topurchase an item, failing to reply quickly couldharm your customer-service reputation.

fallout spawned congressional inquiries,inflamed investors, and left HP with ablack eye.

The HP episode serves as an objectlesson for managers on how not to use e-mail. Even as the company tries to shakeoff the scandal, the e-mail messages arebeing circulated widely around the inter-net. The messages will last forever—giv-ing HP and its managerial crew a painfulreminder of the dangers of carelesse-mail use.SOURCE: “H.P. Investigators Sought Meeting with TopLeaders” by Matt Richtel, New York Times (September21, 2006); “Five Are Charged in HP Scandal” by ClintSwett, Sacramento Bee (October 5, 2006).


36

E-Mail EtiquetteThere are some basic ground rules to observefor business e-mail. Above all, be courteous.Remember that the recipient of your message isprobably extremely busy. Be respectful, but don’tsound cloying. Put simply, show considerationfor the person receiving the message.

If you are writing as a representative of yourfi rm, especially to someone you don’t know, it’sbest to err on the side of a more formal tone.This includes spelling out words and limitingyour use of abbreviations.

Although you should aim for precision in allyour communications, language is often clipped, capitalization is sometimes neglected, and abbre-viations may pop up in informal e-mails. Forexample, many e-mail users dispense with capi-talization in e-mails to recipients they know well,since writing in lowercase is much faster andeasier—especially when using a handheld devicesuch as a Treo or a BlackBerry.

Internet shorthand—using acronyms or abbre-viations for common phrases, such as “TNT” for“till next time,” “TTYL” for “talk to you later,” or“SYS” for “see you soon”—is increasingly fi nd-ing its way into e-mail business communication.But this abbreviated form of writing may be toocasual and even playful for some work environ-ments, so make sure that Internet shorthand isaccepted in your organization before you use it.

Use abbreviations or acronyms only in youre-mail exchanges with coworkers or others whounderstand the lingo, and be sure you knowwhat the terms you use stand for. Some might


37

be a substitute for profane language, and somerecipients may fi nd them offensive.

THE ART OF E-MAIL ETIQUETTE

Set an example for your employees andpeers by practicing good e-mail eti-quette (or “netiquette”).

�� Do reply promptly to e-mails.

�� Do be polite, but not verbose—make your point quickly.

�� Don’t respond to chain letters.

�� Don’t type in capital letters. It’s thee-mail equivalent of SHOUTING.

�� Don’t include too many hyperlinksor elaborate formatting.

�� Do be selective when sendingreplies to all recipients.

�� Do use the blind carbon copy (bcc)function for an e-mail with a largedistribution list to avoid publishingall the recipients’ addresses.

�� Do close with an e-mail signature.

� � Do not respond to a recipient in ane-mail on which you’ve been blind-copied.

Dos & Don’ts


38

When responding to several people at once, becareful about using the “Reply to all” option andinadvertently passing on other people’s e-mailaddresses. Few things do worse damage to yourbusiness reputation than being careless withsomeone’s personal information.

Finally, don’t send a time-sensitive e-mail toolate in the business day for people to respondto it, or so that you can put off discussing animportant matter. Also, avoid sending messageswhen you know recipients may not have accessto their accounts or will be unable to respondin a timely fashion. Your e-mail is going to bereceived in a much better spirit if it doesn’t seemstrategically timed to the person’s disadvantage.

The Shortcomings of E-MailBecause it is easy to use and it relays messagesinstantly, e-mail is one of the most effi cient busi-ness communication tools. But it is not ideal forevery situation. Discussing sensitive or privilegedinformation with employees or outsiders, forinstance, is best handled in person. Likewise, it’spreferable to take an employee aside when dis-cussing a matter that has a direct personal bearingon that individual, rather than risk inadvertentlyrevealing personal information by sending e-mailacross unsecured computer networks.

One of the biggest dangers of e-mail is thatsome people use it to evade direct communica-tion with other workers, especially when thesubject is unpleasant or controversial. In manycases, e-mail is a poor substitute for face-to-faceinteraction. It does not convey the nuances of


39

Delete any junk mail and spam—unsolicited messages from unknownsenders—that is not automatically

filtered by your e-mail system.

Respond promptly to the mosturgent messages.

Scan messages first, read themthoroughly later.

Designate a specific time each dayto respond to e-mail.

Keep your outgoingmessages brief.

WORK FLOW TOOLS

Delete or file the e-mails you havealready responded to or dealt with.

COPING WITHE-MAIL DELUGE


40

emotion, pick up infl ection and tone of voice, or,of course, capture facial expressions.

Many business situations merit sittingdown with another person to resolve an issue.

CASE FILEBANNING E-MAIL FOR A DAY

PBD Worldwide Fulfillment Servicestook an unusual step to prevent e-mailfrom replacing face time with cowork-ers. On Fridays, PBD’s employees arepermitted to exchange e-mail with cus-tomers and others outside the office—but not with internal colleagues.

“One of the values of our companyis to work better as a team, and team-work does not work real well whenall you do is e-mail each other,” CEOScott A. Dockter said on NPR’s “AllThings Considered.”

The policy seems to be working.According to Dockter it has helpedPBD significantly cut e-mail traf-fic inside the company. Such effortsshould be commended. They resultin an increase in personal interactionbetween coworkers and thus promote atighter-knit corporate culture.SOURCE: “E-mail Takes a Holiday, at Least for OneDay” by Melissa Block, National Public Radio’s “AllThings Considered” (September 29, 2006).


41

Managers, in particular, need to anticipatehow others might respond to their news ormessages, before deciding the best way to com-municate them. Before sending an e-mail,always ask yourself: Will I benefit from seeinghow the recipient reacts to my news or mes-sage? Will the recipient’s response be moreproductive if she receives the news personally?

Finally, one of the shortcomings of e-mail isthe technology itself. E-mails get lost in cyber-space. Stored messages can be permanentlydestroyed by a computer crash. Whenever yousend an important e-mail message that yoususpect has not reached its intended recipient,follow up with a phone call. Also consider print-ing a backup hard copy of critical messages foryour records or fi les.

Create an E-Mail Policy—and Enforce ItAs a manager, part of your responsibility maybe to help establish policies governing theappropriate uses of e-mail for your department,division, company, or organization. Employeesare less likely to abuse the privilege of usingyour company’s e-mail system if they have beengiven clear guidelines.

Whenever possible, consult with your legaldepartment or counsel when establishing e-mailguidelines. Standard e-mail policies, however,generally stipulate that e-mail should be used onlyfor company business. Sending or storing e-mailscontaining pornographic material, off-color jokes,inappropriate remarks, or e-mails characterizedby vulgar or profane language or by remarks that


42

PERSONAL E-MAIL AT WORK

Business e-mail is a powerful tool,but like other tools, it can cause dam-age if not used correctly. Following afew simple rules can protect privacyand prevent embarrassment, wreckedcareers, and worse.

�� Do know your company’s policy on e-mail.

�� Don’t send personal e-mail,including e-mail jokes, video files,photos, or other non-work-relatedmaterial, from your work e-mailaccount.

�� Do tell colleagues and friends notto send non-work-related materialto your work e-mail account.

�� Don’t send large files, such asphotos of your lake house or digitalvideos of your nephews, withoutfirst informing recipients. Largefiles can clog in-boxes.

�� Do find out if your e-mail messagesare being screened and read byyour superiors.

Dos & Don’ts


43

might be interpreted as tacitly condoning sexualharassment or discrimination based on sex, race,or religion should be strictly forbidden.

Make it clear that the company owns any e-mail that is sent or stored in its computers andthat management has the right to access, view,and monitor employees’ e-mails. In order toenforce e-mail policies, consider purchasingfi ltering software and other technologies to helpyou monitor how employees are using your

CONDUCTING PERSONAL BUSINESS?

According to a 2005 survey on e-mailuser behavior conducted by consultingfirms Mirapoint and Radicati Group, asignificant portion of corporate e-mailsent and received is not work-related:

72% of respondents forwardedpersonal e-mails from theircorporate accounts.

12% shared music files through worke-mail.

97% had a personal e-mail account.

62% sent work-related e-mails fromtheir personal accounts.

SOURCE: “Nearly 25 Percent of Corporate EmailIs Personal in Nature,” CRM Today (November 23,2005).

Behind the Numbers


44

CASE FILEE-MAIL AND REGULATORY COMPLIANCE

Managers are learning that what theysay in an e-mail can come back tohaunt them. The widely publicizedcorporate scandal at Enron Corp.exposed the liability corporations andtheir managers may face because ofill-advised e-mail.

The federal government’s prosecu-tion of Enron executives on fraud andother charges involved publicly post-ing nearly two million of the energyfirm’s e-mails on the Internet. Theseincluded messages that were highlyembarrassing at best and at worstincriminating.

Managers with publicly traded com-panies—or that do business with suchorganizations—should be aware thatthe e-mail messages they send maycome under the scrutiny of regula-tors. It is impossible to anticipatethis scenario, which is why it pays tocommunicate honestly and transpar-ently. The convicted Enron executivesundoubtedly never thought their e-maildiscussing illicit accounting schemeswould be publicly known.SOURCE: “Science Puts Enron E-Mail to Use” byRyan Singel, Wired (January 30, 2006).


45

e-mail system, including reading the messagesbeing sent.

IM: SENDING MESSAGES IN AN INSTANTE-mail isn’t the only form of electronic com-munication being used by companies. Manyorganizations use “Instant Messaging” ( IM)programs, which allow one person to send textmessages to other people in real time.

Senders know whether the person they wantto communicate with is online and readily avail-able to “chat.” Thus, IM is an even faster form ofonline communication than e-mail, since boththe sender and receiver of a message are able torespond to each other within seconds.

A growing number of organizations are tak-ing a shine to IM communications, attractedby its immediacy and low cost of implementa-tion. Research fi rm IDC reports that 70 percentof companies have employees that rely heavilyon instant messaging to transact vital business.For work teams that need to collaborate acrossgeographic boundaries, IM technology is a par-ticularly useful communication tool for gettingwork done.

When communicating via IM, users fre-quently adopt Internet shorthand or commonlyused abbreviations and acronyms that havegained acceptance by users. Because IM thriveson a more casual tone, it is normally used forinternal communications only, rather than forsharing information with business contactsoutside the company. Finally, in some systemsyou must know the recipient’s “ screen name”


46

to communicate via IM. A screen name is theonline “handle” by which people identify them-selves anonymously to other users.

PDAs (Personal Digital Assistants)Some Internet-based e-mail programs allowusers to access their e-mails remotely, via laptops,a home computer, some cellular phones, andwireless personal digital assistants (PDAs). In

INSTANT COMMUNICATION

Analysts predict instant messagingcould soon supplant e-mail as thepreferred method of corporate commu-nication. But managers should use IMtools wisely.

�� Do use IM for one-to-one chats withcoworkers.

�� Don’t use IM to send proprietary orconfidential data.

�� Don’t conduct personal messagingwhile at work.

�� Don’t mouth off—like e-mail,instant messages can be archivedor accessed by others.

�� Do adhere to your company’s policygoverning IM use.

Dos & Don’ts


47

fact, in today’s fast-paced business environment,wireless PDAs or handheld devices, such as theTreo and the BlackBerry, have become popularbusiness tools, since they allow people to stayconnected through e-mail regardless of wherethey are.

Because the keypads on wireless devices aresmall and not as practical, users limit theirresponses to brief messages—sometimes one-word answers—and avoid using capital lettersor even punctuation. Messages sent from wire-less devices should always include an automaticsignature or notifi cation that the message wassent on such a device so that recipients knowthe user’s limitations and won’t expect thesame formality.

�PrecisionOn Paper

“If a leader can’t get a message across clearlyand motivate others toact on it, then having amessage doesn’t evenmatter.”

—Gilbert Amelio, former CEO of National Semiconductor

and Apple Computer

�As pervasive aselectronic writinghas become, moretraditional forms of

communication are still alive andwell. No business manager canadvance far without knowinghow to write formal letters,reports, and other longer piecesof offi cial correspondence.


50

Internal memos still get circulated within thewalls of companies. Letters that give thanks,praise, or critique should fl ow easily from yourpen (or keyboard), since you will be called onoften to produce them. In addition, you mustlearn to present cogent arguments in memos orlengthier business reports, which are still widelyused.

All of these more “traditional” forms ofwriting package broad concepts into easilydigestible pieces. They are not as immediateas electronic communication. In fact, they aredesigned to force readers to linger over theinformation, soaking up its details.

Being conversant with e-mail, with its lax rulesand casual tone, will not help you in formalwriting, where accuracy is paramount and poorlanguage skills can torpedo the brightest businessproposal. Your ability to deftly handle a range ofwriting tasks may spell the difference betweenadvancing in your career or getting stuck in a rut.

CRAFTING SMART, SNAPPY MEMOS“Did you get the memo?” Internal memoran-dums, or memos, are among the most commonforms of business communication. Memos arebrief documents used to impart informationbetween a select group of people within (orassociated with) the same company. Memos aretypically short—sometimes they don’t exceedone page in length, although they often stretch totwo or more pages if highly complex or technicalinformation is being presented. As a manager,you may be called on to draft memos regard-

P R E C I S I O N O N P A P E R

51

ing any number of things—from announcing adirect report’s promotion, to reminding employ-ees of important dates, to presenting items ofmore substantial import. For that reason, theability to craft memos that both get attentionand elicit the desired response is a vital manage-rial skill.

Create memos on a standard piece of paper(81/2 inches by 11 inches). Leave 1-inch marginsat the top and bottom of each page and 1 inchto 11/4 inches for both left and right margins.Memos consist of two main components: a head-ing and the body of information to be presented.

Heading. The heading lists the followinginformation: the names of recipients, the nameof the sender, the date the memo is being circu-lated, and a subject line briefl y describing thecontents. Use double spacing to separate the fourcomponents of the heading. Memos are instantlyrecognizable due to this format, an example ofwhich is below:

To:

From:

Date:

Subject:

Known as the vertical format, this is the structurecommonly used by most companies.


52

Another option is a horizontal format, whichorganizes the elements in elongated fashion acrossa page. Note that each item is double-spaced.

To: Date:

From: Subject:

Choice of structure is largely a matter ofcorporate preference. Regardless of whichformat you use, remember that every memoneeds to contain the four elements in theheading, as listed above.

Use the “To” fi eld to list the names of all thepeople to whom the memo is being sent. (Makesure to add a “cc” fi eld to list the names of peoplewho will receive a copy of the memo.) If thememo is to coworkers, it is probably not neces-sary to address each person by his or her job title.Simply including their full names in a basic dis-tribution list will suffi ce.

However, if you are addressing superiors,include their titles and be sure to address therecipient formally. Always err on the side of for-mality in a memo, even if you know the personwell. For example, never address a colleague byhis or her nickname.

Always double-check the spelling of recipients’names. If you are unsure of the spelling, consulta company directory. Few things offend peoplemore than seeing their names misspelled, par-ticularly by someone who ought to know how tospell them correctly.


53

In the “From” fi eld, fully spell out your nameand handwrite your initials next to it. If yourmemo is intended for employees with whomyou are familiar or have an established workingrelationship, then your title won’t be necessary.Managers in large organizations, however, some-times have to draft memos addressed to peopleof higher rank whom they have not met or knowonly slightly. In such instances, include your full

FAILURE TO COMMUNICATEManagers who express themselvesclearly in writing stand a better chanceof succeeding and of helping theirorganizations thrive. Writing alsoenhances verbal communication skills.On the other hand, poor communica-tion with employees results in:

• Lost revenue opportunities

• Drops in productivity

• Decline in employee morale

• Increased job stress

• Dissatisfied customers

• Inability to make informeddecisions

• High employee turnover

The BIG Picture


54

MEMO CHECKLIST

Effective memo writing is an acquiredskill. Until you have mastered theform, it pays to double-check your fin-ished product to make sure you haven’toverlooked basic elements. One simpleomission can detract from an otherwisewell-crafted message.

�� Do follow your company’s preferredmemo format.

�� Don’t forget the four elementsof the heading: To, From, Date,Subject.

�� Don’t forget to double-spacesubheadings.

�� Don’t address people by theirnicknames in the heading.

�� Do include job titles for people ofhigher rank.

�� Do clearly state the purpose ofyour memo.

�� Do summarize previousdiscussions.

�� Do provide subheads to helpreaders scan relevant content.

�� Do use bullet points and headersto break up longer memos.

Dos & Don’ts


55

name and offi cial job title, separated by a commaor placed on the line below.

Spell out the specifi c date the memo is distrib-uted. Finally, your subject line should completethe header by providing a synopsis of thedetailed information contained in the memo.This tagline should serve as a preview of whatpeople should expect to read.

To: John Cox, Mary Wilson, and Debby Branigan

Cc: Dan Howard, Chief Financial Offi cer

From: Steve McIntyre Director of Accounts Payable

Date: June 6, 2003

Subject: Implementing software upgrades for accounts payable system

Content. Memos are not intended to beexhaustive. Their purpose is to sum up keyinformation. The person reading it shouldknow at a glance whether the information youare presenting is urgent or can be deferred forlater action.

Don’t use ornate speech or load the memowith jargon. In fact, you should shun acronymsand abbreviations unless they are technical orscientifi c and will be easily recognized by your audience. Aim for clarity and simplicity.

SM


56

Don’t let casual or careless language creepinto memos, because they could be saved, circu-lated around the company, or even wind up in

AVOIDING MEMO MISTAKESHow a memo is written is as importantas the information it contains.

�� Do use a cordial tone.

�� Don’t use ornate language. Goodmemos convey key points at aglance.

�� Do present important informationright away, in logical order.

�� Do outline the steps you plan totake or action you recommend.

�� Don’t forget to include attachmentsif you intend to use them.

�� Don’t present too much informationat once.

�� Do guide readers to the mostsalient points.

�� Don’t fail to provide neededbackground or context.

�� Don’t overuse superfluous clauses(“In order to,” “Due to,” “Becauseof,” etc.).

Dos & Don’ts


57

the hands of people outside your organization.Sound cordial and accessible without sacrifi cing professionalism.

Begin your memo by stating its objective in astrong opening sentence. Writing experts some-times call this a “ purpose statement.” It shouldencapsulate your reason for writing the memoin the fi rst place. Try to answer as many of the“fi ve Ws” as possible: who, what, when, where,and why.

Supporting or clarifying information shouldfollow the purpose statement in a succeeding

CASE FILETHE POWER OF THE PENThe greatest business leaders havealways known the power of communi-cating by writing. Jack Welch, formerCEO of General Electric, was in thehabit of sending handwritten notes toworkers at all levels within the com-pany. Some employees reportedly evenframed the gregarious Welch’s let-ters as mementos of his appreciation.Likewise Berkshire Hathaway CEOWarren Buffett pens an annual corpo-rate memo that is eagerly anticipatedby analysts, shareholders, and thecompany’s employees.

SOURCE: “Making Yourself Understood” by DesDearlove and Stuart Crainer, Across the Board(May/June 2004).


58

paragraph. Provide enough information for peo-ple to make a decision or take specifi ed action.Lay out the details of what is to happen next. Ifpossible, specify the action you plan to take.

In the closing paragraph reemphasize the mainsubject of your memo and encourage readers tocontact you. If you are sending other documentswith your memo, be sure to mention them.

Below is an example of a typical memo:

To: Joe Smith, Carla Sanchez

From: Bonnie Smith BSFirst Aid Training Team Leader

Date: June 6, 2006

Subject: First Aid Training Schedule

We have set a tentative schedule with the Red Crossto provide onsite training to all members serving onthe fi rst aid team.

The Red Cross staff will come to our offi ce nextWednesday, June 3, and Thursday, June 4, to providetraining in basic fi rst aid and CPR. We would like totrain daytime and nightshift employees together insessions from 6 p.m. to 8 p.m. All employees willreceive overtime pay for attending these sessions.I will meet separately with the day and nightshiftassociates to ensure all employees are scheduled toattend one of these two sessions.


59

I am also attaching advance copies of the trainingmaterials. Thank you for volunteering to serve on ourfi rst aid team. This is a very important contributionto the safety and health of all our employees andwill help us maintain compliance with OSHA andcompany regulations.

Note several things about this memo. First, theauthor assumes those reading it already knowsomething about the subject: fi rst aid. Second,it opens with information that will interest thereaders: the schedule has been fi nalized. It thenoffers details about the schedule.

Method. Memos are generally written in twomain formats: Deductive and inductive. Deduc-tive memos present information in descendingorder of importance. This is useful for readerswho share common knowledge about a subject.Deductive memos present information in logicalorder, as opposed to chronological order. Yourmost critical point should be stated fi rst, fol-lowed by supporting information in successiveparagraphs.

Inductive memos, on the other hand, placeideas in increasing order of importance. Induc-tion is useful when managers need to breakbad news. It enables you to logically state thereasons that have led to the conclusion that thereader is about to draw. Background is givenfi rst, followed by any supporting data. Presentingthis data fi rst enables you to build momentumtoward the most salient issue.


60

THE ENDURING LETTERDespite the prevalence of e-mail in the work-place, people continue to rely on formal business letters as an effective form of communication.The continued use of letters underscores howimportant it is for aspiring managers of the“wired generation” to master this form of writ-ing. A good letter expresses ideas in as few words,and as clearly as possible.

PHRASES TO AVOID

Many business letters fail to achievetheir goals because their authorsuse stilted, cliched, or meaninglessphrases, terms, and jargon. Steer clearof these phrases, which are often themark of bad business writing:

• To be perfectly honest – This has aninsincere ring and suggests thatprevious discussions were somehowdishonest.

• Needless to say – So why bringit up?

• Enclosed herewith – Unless you’rea lawyer, drop the officious tone offormality. A better alternative wouldbe: “I’ve included a copy of thematerial with this letter.”

Red Flags �


61

Almost every letter is formal in nature, evenwhen addressed to a business associate you mayhave known for years, since you never can be cer-tain whose eyes may gaze upon your letter onceit leaves the recipient’s hands.

Letters communicate problems, solutions, ideas,plans, and suggestions. Managers write letters toexisting customers to persuade them to buy a newproduct. A manager may target letters at former

• As you know/as you are aware – Noneed to state the obvious.

• I am writing to inform you – Insteadof telling someone you are about togive him information, just presentthe information.

• Please be advised – You are about toprovide advice anyway. So do it.

• At your earliest convenience/assoon as possible – Always specify adesired date or deadline for action.Their “earliest” convenience may benever.

SOURCE: “Don’t Use These Phrases!” Winning Strat-egies for Corporate Communication (CommunicationConcepts, 1991).


62

customers in an attempt to win them back. Man-agers use letters to resolve complaints or requestinformation. Sometimes they write letters of com-mendation to outstanding employees, while atother times letters of reprimand must be issued toemployees not toeing the mark.

The purposes and uses of letters are toonumerous to mention but generally fall intofour broad categories: to notify, request,respond, and persuade.

Strive for PerfectionNo writing medium demands as much disciplinefrom managers as the business letter. Here, noroom for error should be allowed. Recall the oldadage: “You never get a second chance to makea fi rst impression.” Concentrate on making yourinitial impression a favorable one.

Letter Structure Business letters share several particular features.These include: the date, the sender’s address, therecipient’s name and address, a greeting, a bodyof text, and a respectful closing.

Always use your company’s offi cial stationeryor a standard 81/2-by-11-inch paper. Set yourright and left margins at 1 inch or 11/4 inches.Type the date, always spelling out the month(e.g., September 1, 2007). If you do not havecompany stationery, include your name and thecompany’s address at the top of the page.

Skip one space between the date or addressand write the name of the recipient next. If youdon’t know the recipient’s name, make an effort


63

to fi nd out. If you know the gender of the recipi-ent, it is customary to include a courtesy title(Mr. Clark Johnson; Mrs. Joan Dole). Note that“Miss” is seldom used anymore. Most women inbusiness today prefer “Ms.”

BEFORE YOU WRITE A LETTER

Sometimes it may not be obviouswhether a letter is the best way tocommunicate. Before you write andmail a letter, ask yourself the followingquestions:

• Does the reader know me?

• Would a personal contact be moreappropriate?

• What do I want this letter toaccomplish?

• What questions do I need to ask?

• What would I like the reader to dofor me?

• Have I suggested a course ofaction?

• Have I given the person enoughbackground?

• How would I feel if this letter wereaddressed to me?

• POWER POINTS •


64

List the offi cial address of the recipient usingthe format established by the U.S. Postal Service.Include the offi cial company name beneath therecipient’s name (and if appropriate, his or herjob title). Two other lines should immediatelyfollow: one for the street address, and a separateline denoting locality, state, and zip code.

Greeting. Starting with “Dear” to open yourletter is still the best approach (“Dear Mr.Clark”). If you do not know the gender of therecipient you can take the safe route and includethe individual’s fi rst and last name (“Dear ChrisSmith”). Other options include starting withthe person’s fi rst name, but you’ll run the risk ofcoming across as too informal. Other neutral-sounding openings, such as “Greetings,” also mayappear too fl ip or glib. If the letter is targeted tosomeone you have never met or know only as anacquaintance, keep it formal.

Formerly, people used the familiar “To whomit may concern” salutation when writing to acompany rather than to a specifi c person withina company. This is no longer recommended. Itsends the message that you weren’t interestedenough to take the time to fi nd out who wouldbe the most appropriate recipient. If you arenot able to fi nd out the appropriate person’sname, opt for a generic greeting such as “DearCustomer Service Representative.” Follow thegreeting with a comma or, to be more formal,a colon.

Although form letters— letters written froma template, rather than drafted for a particularrecipient—enable you to reach larger numbers


65

of people more effi ciently, their effectiveness isquestionable. Because they appear so generic,many recipients toss them aside as junk mail.Although time-consuming, it may pay to person-alize each letter you send.

Body of letter. Commit to making yourpoint crystal clear from the outset. The worstreaction your letter can receive from a readeris: “So what?” Start by declaring your reasonfor writing. Write in a friendly and conversa-tional tone, making sure to align your interestsand needs with those of the reader. For exam-ple, if your reader buys hand tools and handtools are what you sell, you might point outthat industry forecasts predict a shortage ofhand tools on the market within five years.

TARGETING YOUR PURPOSE

Business letters aim to accomplishseveral key objectives:

• Market, sell, or promote newproducts

• Clarify or provide information

• Reply to a person’s request

• Give praise

• Convey good or bad news



66

Regardless of the message, make your intro-ductory paragraph a grabber that compels theperson to keep reading.

The remainder of your letter should buttressyour main point. Follow your lead paragraphwith details of the key points of your message.

Use a minimum of words, but make sure theyare well chosen. Make sentences brief but packthem with meaning. Sharpen and resharpen yoursentences. Use as many paragraphs as needed,

“There’s so much ridingon a business letter. Agood friend might forgivemisspelled words or poorgrammar or even lapsesin logic, but a businessclient probably won’t bethat forgiving.”

—Dr. Melvin J. Luthy, chief editor of WriteExpress


67

but keep each paragraph to about four or fi velines. Be friendly without condescending to yourreader. Use the pronouns “you” or “yours” and“I” to build a sense of familiarity. When writingto a coworker, adopt a collegial tone that lets theperson know you consider her an equal.

Your fi nal paragraph should serve as a sum-mary and might even request the reader to takesome action—for example, buy your hand toolsat special prices and avoid being hit by the loom-ing shortage. Always thank the recipient forconsidering your letter.

The closing. “Sincerely” preceding the signatureis still widely used. Avoid “Sincerely yours,” whichreaders may fi nd stilted and insincere. Otheracceptable closings include “Kind regards,” “Bestwishes,” and “Respectfully” (though this last oneis probably better suited for letters of complaint).The closing will be determined by the level offormality of the letter, how well you know yourrecipient, and the seriousness of your message.

Leave four spaces between the closing andyour typed name. This space should be used foryour handwritten signature. If you are enclos-ing materials with the letter, you should refer tothem in the body of the letter and also include an“enclosure notation” at the end of the letter (e.g.,“Encl: Spring catalog”).

Conscientious writers take one fi nal precau-tion before depositing a letter in the mailbox:They double-check the spelling of names andaddresses on the envelope. Don’t let elementarymistakes like a misspelled company name under-mine a persuasive letter.


68

Formatting the Letter Business letters are generally drafted in two com-mon formats: Block text and modifi ed block text.Most business letters embrace the block format,in which the entire letter is left-justifi ed—mean-ing every line, including dates and closings,is set directly against the left margin—with aline space separating paragraphs. Many com-panies prefer to use the letter templates thatare provided with computer software, such as Microsoft’s Letter Wizard. If you use these tem-plates, make sure the typeface and text alignmentwork well with your company’s letterhead.

Choose a typeface, or font, that is visuallyappealing and in keeping with the degree of for-mality of your letter. The standard business fontis Times Roman, using a point size of 11 or 12.Increasingly, though, other fonts are appearingin business writing, including Arial, Verdana, andTahoma. Find out if your company has a pre-ferred style.

REMEMBER THE THREE P’S

Letter writers can benefit from a three-word mantra:

• Purpose

• Personalize

• Proofread



69

Take a look at the sample letter below, whichillustrates how to structure and format a strong business letter:

Jones Jordan Architects5575 West 30 North StreetSalt Lake City, Utah 84101

September 1, 2007

Mr. James AdipietroEbersole Bauman Engineering, Inc.1459 West Hudson Road, Suite B-100Salt Lake City, Utah 84106

Dear Mr. Adipietro:

Mariel Bennett, a partner here at Jones Jordan,suggested I contact you. Our fi rm specializes inprojects for educational institutions, includinguniversity research institutions and elementaryand secondary schools. I am responsible for new-business initiatives.

Mariel mentioned that you met at the recentAmerican Institute of Architects conference inChicago. I understand you wanted more informationabout our fi rm and our project portfolio, which I amenclosing. After you have reviewed it, please let meknow when would be a good time to meet to discussa possible collaboration.


70

Thank you for your interest in our fi rm. Please do nothesitate to contact me at 801-669-7431 [email protected].

Sincerely,

James Jones

James JonesDirector of Marketing

Encl: Jones Jordan Architects portfolio

This letter aims to initiate a collaborationbetween two fi rms. Information is personalized,so that the letter does not seem like a form letter.An introduction and statement of purpose pre-cede a brief paragraph of relevant information,followed by a closing paragraph that sums up thepurpose of the letter and invites action. The toneis cordial and professional.

Pitch LettersPitch letters are the ultimate form of persuasivewriting. The key to writing an effective pitchletter is to address not only your company’sstrengths, but also the particular needs of thecompany or individual you are pitching. This istrue whether you are selling products, vying toland a new contract, or arranging business pro-posals that require cooperation from multiplestakeholders.


71

Always make the item or idea you are pitchingthe focus of your lead sentence. After introduc-ing your proposal, persuade readers with facts.Spell out any timetables for action, such as adeadline to either accept or reject your offer.Explain how the action you recommend willbenefi t the recipient.

You can’t persuade the entire world torespond positively to your pitch. However, pol-ished prose improves your chances of swayingpeople. Simplify your approach. Avoid passivesentences, which take the steam out of a pow-erful message. For example, don’t talk about“service delivery”—write that you’ll take care ofthe customer. Don’t write that you are offering“solutions” if what you really sell is software.

THE STRUCTURE OF A PITCH LETTER

To be truly effective, your pitch lettershould:

• Lead with your proposal or recom-mendation.

• Spell out potential benefi ts if yourrecommendation is followed.

• Provide a deadline for action.

• Conclude by thanking the recipientfor considering your proposal orrecommendation.



72

Anticipate any questions or objections read-ers might have and try to answer them in the body of your letter. To the extent possible, short-circuit these objections by acknowledging theyexist. Use candor to guide readers to the conclu-sion that any drawbacks are outweighed by theadvantages of your product, service, or proposal.

Once you’ve fi nished writing the letter, read italoud several times to yourself. Does the mes-sage fl ow? Have you repeated information? Asksomeone you trust to read the letter as well andgive you feedback. If they don’t understand yourmeaning or fi nd your letter persuasive, there is agood chance others won’t either.

Cover LetterAn explanatory letter that accompanies a docu-ment is referred to as a “cover letter.” Cover lettersshould accompany any package of materials that

BY ANY MEANS NECESSARYIf your pitch letters don’t generateresponses, follow up with a phone call ore-mail. You may find that the recipientof the letter values personal contactwhen considering a pitch. This doesn’tmean a well-written letter is wasted. Ifthe individual’s interest is piqued byyour call or e-mail, he or she is likely torefer back to your original letter.

Plan B


73

you send to someone (brochures, business pro-posals, sample products, etc.).

Cover letters should be addressed to a specifi cperson, never to the generic “To whom it mayconcern.” They should be short and sweet andshould refer to the materials that they accom-pany. For example:

Dear Jeff,

It was nice seeing you at the trade show yesterday.Here is the information you wanted on our newsolar-powered industrial drills, as well as resultsfrom our latest research on our newest model.

We are hoping to begin limited fi eld testing of thedrill sometime this fall, and several large industrialcustomers are on board already. I hope you fi nd theresearch materials interesting.

I will be traveling during the next two weeks, but myassistant, Jason Wood, will be able to fi eld questionsin my absence. If you would like to discuss thisfurther, Jason can schedule a time for us to meet.His direct line is 770-535-5767.

Sincerely,

Perry PrestonPerry Preston

Encl: SP-100 Drill Research


74

Thank-You LetterDon’t forget to write the all-important thank-you note to people who have helped you. Sayingthank you is best done in a brief note. Given thevolume of e-mail people receive, a thank-youreceived in the mail will make your messagestand out. Although some people prefer to send handwritten notes, it is best to stick with a typedletter on company letterhead when thankingpeople you know only slightly. Send handwrit-ten note cards to thank those with whom you aremore familiar.

ARE YOUR LETTERS EFFECTIVE?

If you sense your message isn’t gettingthrough, you may be inadvertentlythrowing up barriers to communication.

�� Do use interesting language orexamples to grab the reader’sattention.

�� Do respect others’ time—sharpletters make memorable pointsquickly.

�� Don’t use language that could bemisconstrued as offensive.

�� Don’t needlessly repeatinformation.

�� Do thank the recipients of theletter for their time.

Dos & Don’ts


75

When writing a thank-you letter, acknowledgein the opening sentence the service rendered.Informal greetings are best if you are writing tosomeone familiar. Otherwise, stick with courtesytitles (“Dear Mr. Cutler”). A thank-you lettershould be sincere, as in the sample below:

Dear Rob,

On behalf of our management team, I want to thankyou for all your hard work in arranging our companybanquet. We were thrilled at how well it turned out.

Especially noteworthy was your team’s ability toarrange for John Foster to deliver the keynoteaddress. John’s talk literally made the event. Wecould not have done it without your help.

Please convey our thanks to all the members ofyour team. I hope to call on you again for our nextcompany gathering.

Sincerely,

Jack Caudrette

Jack CaudretteManager of Special Events

Refusal LetterThe refusal letter politely declines something, beit a proposition from another company or a jobthat has been offered to you. Think of it as a “no,


76

thank you” letter. Always be gracious. Thank therecipient for her time or for any special arrange-ments or considerations that were made onyour behalf. Don’t waste time expressing yourregrets. State the reason that you won’t be takingthe recipient up on the offer. A long explana-tion isn’t necessary, but saying something abouthow you arrived at your decision is often a goodidea. Close the letter congenially by reinforcingyour gratitude and conveying your best wishes. A refusal letter should sound something like this:

Dear Ms. Jordan,

We appreciate your interest in the position ofcirculation manager at Zelda Publishing. Althoughyour qualifi cations are excellent, we have hired acandidate who has stronger experience with Internetadvertising, our current focus.

We gave careful consideration to this decisionbecause of the strength of your overall experience.We will keep your credentials on fi le in the event aposition opens in the future.

Please accept our best wishes for your job search.

Sincerely,

Michelle LowensteinMichelle LowensteinCirculation Development Manager


77

Refusal letters mark you as a true professional.The courteousness and honesty of your refusalletter—even when the news is disappoint-ing—will leave the recipient with a favorableimpression, which may stand you in good steadin the future.

Letters of RequestLetters that make a claim on another’s time orresources require some thought before theyare written. Typically they should be short andinclude an introduction, the actual request, andinformation on how to reach you.

Sometimes letters of request serve a morethorny function, such as collecting on overdue

THE WRITING MANAGERManagers who write successfullyadhere to principles that get provenbusiness results:

• Write a “grabber”—an openingsentence that compels people tokeep reading.

• Pinpoint specific benefits they canoffer their audience.

• Provide evidence of such benefitsto bolster their claims.

• Solicit feedback from theircolleagues.



78

invoices or communicating unwelcome news.These letters should be courteously formal,albeit imbued with a sense of the gravity of thesituation. The objective is to state your mean-ing precisely. A reader should not be left to inferyour intention, nor should your letter containimplied threats or sound confrontational. Here’san example of an effective letter of request:

ASKING FAVORS

Request letters require extra measuresof tact and courtesy.

�� Don’t sound cloying or insincere.

�� Do be candid about your reason forwriting.

�� Do be brief.

�� Don’t give a hard sell.

�� Don’t sound too confident oroptimistic.

�� Don’t make unrealistic requests.

�� Do relate the request to theperson’s interests.

�� Don’t manipulate or flatter.

�� Do thank the recipients for theirtime and consideration.

Dos & Don’ts


79

Dear Mr. Green:

Our accounts show you have an outstanding balanceof $155,372.56 covering the last six-month period.Please remit payment as soon as possible so wemay continue providing uninterrupted service. Ifyou have already sent us payment in full, pleasedisregard this letter.

Kind regards,

Clara SmithClara SmithCustomer Service Manager

Note that the writer gives enough informationto help Mr. Green grasp the situation and what isat stake. Without implying any threat, the letterexplicitly requests that Mr. Green urgently respondby making payment. It underscores the urgencyof the situation without issuing an ultimatum.Assuming Mr. Green values this writer’s business,the letter may prod him to settle the account.

Letters of Complaint Complaint letters should be reserved for commu-nicating grievances outside your company—thatis, with vendors, suppliers, or anyone your fi rmdepends on for services or products. Should youneed to lodge a complaint by letter, approach thetask with caution. Writing an infl ammatory lettermay only compound the problem.


80

In the opening paragraph emphasize thepositive; for example, point out that you area longtime customer who has always beensatisfi ed with the company’s products or services.This provides a powerful fulcrum for thenext paragraph, in which you introduce yourcomplaint and include any information aboutthe product or service, such as model number,warranty status, place of purchase, and howmuch you paid.

As a manager, use situations like this to buildbridges rather than burn them. Not only areyou solving practical business problems, butyou are setting an example of leadership forothers to follow.

GO RIGHT TO THE TOPSome people consider addressinga complaint letter directly to acompany’s chief executive officera break of protocol. Ellen Phillips,author of Shocked, Appalled andDismayed, however, isn’t amongthem. She advises letter-writers totarget decision-makers who have theauthority to actually grant what yourequest. Another suggestion: Sendcopies of your complaint letter to anyrelevant consumer agencies.

THE BOTTOM LINE


81

Letters of ApologyNever be afraid to acknowledge mistakes. Cir-cumstances behind apologies can vary—frommissing a project deadline, to sending inferiormerchandise, to overcharging customers.Whatever the circumstance, apologizing willengender stronger business relationships. Peopleare apt to forgive honest mistakes and believemost people want to remedy their failings.

First, send your apology as soon as possible.Take responsibility for what happened. Apology letters should acknowledge failings and expresssincere regret, though sometimes a personalphone call may be more effi cient.

Responses should be phrased as simply andconcisely as possible. Be humble. Let the readerknow you recognize her disappointment andvow to do better. Ask what you can do to rebuild

SAYING YOU’RE SORRY

Managers may have to do damagecontrol with customers who aredissatisfied. Here is how to start whencommunicating regret:

• Acknowledge

• Apologize

• Ameliorate

• Ask for feedback



82

that person’s trust. Finally, outline the steps youwill take to prevent the problem next time. Theapology should aim to solve a complaint and putthe matter to rest.

BUSINESS WRITING GONE AWRY

Jargon and lingo are rapidly overtak-ing business writing. For example,companies refer to software productsas “solutions”—without first describ-ing the problem the software needs tosolve. The profusion of new technolo-gies has also introduced a spate ofacronyms and unfamiliar terminology,most of which is not readily under-stood by all businesspeople. Theimmediacy of electronic communica-tions is also changing the rules of whatis acceptable grammar and spelling.

When writing letters, ferret out anyunneeded or confusing terminology.Use words that people will under-stand. Rather than filling your letterwith jargon, speak plainly, as if youwere explaining something to someonewho knows nothing about the subject.Eliminate buzzwords that obscure orconfuse your meaning. You can’t getpeople interested if they don’t under-stand what you are saying.

The BIG Picture


83

Write your letter from the heart and close bythanking the reader for his patience and contin-ued support as you institute these changes.

Writing about and to EmployeesDuring your managerial career you will be calledon to write letters of commendation, letters ofrecommendation, and letters of reprimand.

Letters of commendation. These letters praiseindividuals or groups who have made outstand-ing contributions. They are usually brief—nomore than a few paragraphs—and often are pre-sented as certifi cates of achievement or specialawards. Letters of commendation are often taken

KEEP IT SHORT

Longer sentences tend to make read-ers’ minds wander. According to theKansas City Star, research shows thatreaders’ comprehension drops withlonger sentences.

When reading sentences of 15 wordsor fewer, readers comprehend 90 per-cent. When reading sentences of 25words or more, readers comprehend 62percent. The lesson? Always use short-er, punchier sentences to help readersget your meaning—and get it quickly.SOURCE: “When You Write, Do It Right” by DianeStafford, Kansas City Star (June 20, 2004).

Behind the Numbers


84

into account when determining merit raises andpromotions, so it’s critical that managers learn towrite them well. Consider the following exampleof a commendation letter written by a managerat a large manufacturer praising the work of asmaller construction fi rm hired to complete aproject:

Dear Mr. White,

I want to thank you for the impeccable job your crewdid on our new manufacturing plant.

We are thrilled with the quality of the constructionand are especially grateful for your team’s diligencein keeping the project on budget and on time,despite this summer’s rainy weather. I also wantto recognize your safety performance. Your crewcompleted the entire project, stretching over a year,with no injuries. This is to be highly commended.

It was a pleasure dealing with you. Please passalong our gratitude to Crew Supervisors Bob Balboaand Stan Rufus, and, of course, to your top-notchconstruction team.

Sincerely,

Jeff Groundstone

Jeff GroundstoneProject Manager


85

Letters of recommendation. If you are sorryto be losing an employee, let that be refl ected inthe quality of the recommendation you write.Make sure you write not only about the person’stechnical skills and competence, but also abouthis or her personal qualities (trustworthiness,

ability to work well with others, etc.). If you arewriting a letter for someone whose contributionswon’t be missed, focus on the person’s strengths.

If an employee asks for a letter of recommen-dation for a specifi c purpose, ask the employeefor the name and title of the person to whom itshould be addressed. Often, however, employ-ees will request a letter of recommendation thatthey can present to prospective employers in thefuture. In this case, it is okay to use the impersonal

“A writer, writing away,can always fi x himselfup to make himself morepresentable, but a manwho has written a letteris stuck with it for alltime.”

— E. B. White,coauthor of The Elements of Style

(1899–1985)


86

“To whom it may concern” in the greeting. Belowis an example of a solid recommendation:

To Whom It May Concern:

I highly recommend Doug Kearns as a candidatefor employment. Doug was employed by AmericanPharmaceuticals Company from March 2002 toFebruary 2006.

Doug was responsible for payment application andcollections of approximately 350 accounts withbalances in excess of $25 million. One of Doug’slargest accounts was the U.S. Department ofDefense. His responsibilities included calculatingand charging late fees, calculating interest on notes,and providing customer support. He was able toachieve outstanding success in collecting delinquentbalances.

Doug is a good communicator who is organized,effi cient, and reliable. He can work independently, isable to follow through, and is always fl exible. Dougwould be a tremendous asset for any company hejoins and has my highest recommendation.

Sincerely,

Burton LawlerBurton LawlerRegional Accounts Receivables Manager


87

Letters of reprimand. These diffi cult let-ters are used for disciplinary purposes relatedto policy violations or subpar performance.Reprimands lay out corrective actions that theemployee must take, timetables for review,and the consequences if the employee doesn’timprove. When writing letters of reprimand,focus on specifi c actions or behaviors that needto change, rather than on a person’s attitude.

THE REPORTReports are lengthy documents typically writtento inform or apprise readers of a situation andrecommend future steps. They often serve as sources for informed decision-making, so accu-racy and clarity are paramount.

Reports can be produced collaboratively by ateam or by a sole author. One person generallyassumes the task of writing the report even ifmany people contribute to its creation.

A credible report is characterized by objec-tivity and reliance on facts. Unlike a pitch,reports make no direct attempt to sway peo-ple’s opinions. They provide an overview of atopic and lay out the pros and cons. Reportsmake frequent use of charts, tables, and otherillustrations to buttress information in the text.Some include appendixes that list referencematerial or sources and glossaries that defi neunfamiliar terminology.

Purpose and AudienceThe fi rst step in writing a report is to identifya clear purpose: Is the report needed merely


88

to inform people about new developments?Is it meant to be an educational tool for peo-ple unfamiliar with the subject? Or are youattempting to shed light on an especially thornybusiness problem?

If you are unsure, ask your superior or theperson who requested the report to clarify theirexpectations. Find out what information theyneed and why they need it. Ask explicit questionsand urge people to provide as much informationas possible.

Once you clarify the purpose of the report,determine your audience’s expectations andknowledge base. If you are preparing a researchreport for people who are not experts in yourfi eld, simplify complex terms and translate

THE PURPOSE-DRIVEN REPORT

A report may serve one primary purposeor several. Here are some of the mostcommon goals of formal reports:

• To educate on a topic

• To recommend solutions to abusiness problem

• To explore or examine new businessinitiatives or opportunities

• To disseminate importantinformation



89

technical language into layman’s language.Readers’ minds may wander if the report getsbogged down in minutiae.

Research Reports depend on facts and can entail painstak-ing research. You will need to familiarize yourselfwith previously published literature on your sub-ject, analyze the information, and be preparedto explain it to readers. Your job is to juxtaposeinternal fi ndings against existing research, givingreaders perspective on how those fi ndings fi t intothe “big picture.”

“Say all you have to sayin the fewest possiblewords, or your readerwill be sure to skipthem; and in the plainestpossible words or he willcertainly misunderstandthem.”

—John Ruskin,English art critic, author, and artist

(1819–1900)


90

Research data used in reports often is foundwithin the walls of your organization. Perhapsyour company has been tracking industry trendson the impact of human resources outsourcing.If so, previous studies or other in-house researchprobably exists. Harness these resources and aug-ment them with new information from surveys,interviews, and white papers.

Carefully document any sources you plan touse. These will be assembled later into an appen-dix that cites the references you consulted. Citingother people’s work on the subject lets peopleknow you have done your homework—not tomention guards against charges you plagiarizedsomeone else’s work.

Once you have fi nished your research, breakdown your notes into chunks of related informa-tion and analyze your fi ndings. Organize a rough outline of your report based on these fi ndings.An outline will give you a sense of how the docu-ment will look and help you assess its length.

Writing and Organizing the ReportOnce you’ve completed your research, youare ready to begin writing. First establish theorganizing principle you will build the reportaround. There may be several themes you wish toaddress. If that’s the case, you will have to decidewhich theme takes precedence and which oneshave lower priority.

Introduction. Begin by describing the subjectof the report, giving background information,and stating the purpose of your report. The introduction should be brief and succinct and


91

should draw the reader into the report. The body of the report will fl esh out the key pointsdescribed in the introduction.

Body of the report. This is the part in whichyou turn information into knowledge. When-ever possible, organize the body of the reportinto several sections and, if appropriate, divideeach section into subsections. Each sectionshould be given a brief but informative head-ing, each subsection a subheading. The use of

WRITING THE RIGHT REPORT

Countless business reports are gener-ated each year. Companies use theinformation in these reports to monitorthe competition and seek new oppor-tunities. Common types of businessreports include:

• Sales forecasts

• Marketing studies

• Initiative proposals

• Progress reports

• Industry surveys

• Technical reports

• Feasibility studies

• Financial reports



92

headings and subheadings lends coherence tothe overall document and helps readers followthe structure of the report. Headings also serveas visual guides that help readers decide whichinformation is relevant to them and which canbe skipped. For instance, for a report on how toboost your company’s presence in the market,you might organize the body of the report inthis way:

REPORT WRITING

When writing reports, remember to payspecial attention to style, language,tone, and form:

�� Do use precise language.

�� Don’t be condescending.

�� Do create a pithy executivesummary.

�� Do write in a conversational tone.

�� Don’t barrage readers with highlytechnical terms.

�� Do include an appendix or glossarywhen appropriate.

�� Do attribute sources of researchin a bibliography, footnotes, orendnotes.

Dos & Don’ts


93

1. Obstacles to Market Penetrationa. The Market Is Saturated

Explain the causesb. New Competitors Have Emerged

Identify them and their productsc. Customer Demands Are Evolving

Consider if we are nimble enough to respond2. Strategies for Gaining Market Share

a. Build on Customer LoyaltyOffer special pricing and incentives

b. Exploit Our Size and Entrepreneurial Nature Attract smaller companies

c. Diversify Our OfferingsRecommend other services we can offer

Keep the writing pithy yet conversational, butlet objectivity be your guiding principle. Yourgoal is to equip readers with factual informa-tion, so do not include your personal feelingsabout the topic. If your views are importantto the discussion, distinguish opinions fromempirical data with separate headings or appro-priate subheadings.

The conclusion. Although limited to a fewhundred words, the conclusion packs a wallop:It summarizes the points and fi ndings pre-sented in the body of the report, assesses theirimplications, and determines if further researchis warranted. The conclusion is not the place tointroduce new information. It often includesrecommendations or requests for action.


94

Sketch an Outline

Analyze Your Findings

Gather Research Material

Define the Purpose

Write an Introduction, Body,and Conclusion

WORK FLOW TOOLS

Develop the Executive Summary

Format and Proofread

Append Source Material

Distribute Report

WRITING A REPORT


95

List each recommendation separately, alongwith its potential benefi ts and drawbacks.

Although it appears at the end, many peoplefi nd it helpful to write the conclusion fi rst. It canhelp you pinpoint any gaps in logic or pointsthat need to be fl eshed out in the body.

Executive summary. Having laid out your casefor action in the conclusion, the last thing youshould write is the most important element of

A-PLUS REPORTS

Amid the flood of information andresearch involved in preparing a report,don’t lose sight of a few basic prin-ciples:

�� Do sketch out an outline of thereport before you write it.

�� Do use brief but informativeheadings and subheadings.

�� Don’t overwhelm readers with toomany graphics.

�� Do write your executive summarylast.

�� Don’t forget to cite sources for yourmaterial.

�� Do allot enough time to carefullyedit and proofread your report.

Dos & Don’ts


96

the report: the executive summary. Also called anabstract, an executive summary actually appearsat the beginning of the report. Typically no lon-ger than 250 to 300 words, it is usually the most

diffi cult part of the report to write. Unlike the introduction, the executive summary doesn’tmerely outline the points covered in the report,but also includes analysis and foreshadows yourconclusions or recommendations.

“Vigorous writing isconcise. A sentenceshould contain nounnecessary words,a paragraph nounnecessary sentences,for the same reasonthat a drawing shouldhave no unnecessarylines and a machine nounnecessary parts. ”

—William Strunk, Jr.,coauthor of The Elements of Style

(1869–1946)


97

The people reading your report may beextremely busy. Many of them, in fact, will readonly the executive summary and the conclusion.So allot plenty of time to writing, revising, andediting these two sections, as they will get themost intensive attention.

THE LOWDOWN ON WHITE PAPERS

Reports are often confused with whitepapers. But white papers are actu-ally slightly different from internalcorporate reports. They are designedfor consumption by industry analysts,prospective customers, professionalassociations, academics, journalists,and other people who might need theinformation. Companies don’t chargepeople to read their white papers; infact, they often distribute them for freeon the Internet or by other means.

White papers give managers a chanceto share their expertise and strengthentheir companies’ position in the mar-ket. A white paper usually is gearedto a specific audience of like-mindedpeople and can be used to both informand persuade. Writing a white paper,either alone or as part of a group, is away to polish your skills and expandyour reputation.

Outside the Box


98

Appendixes. An appendix is any supplemen-tary material attached at the end of a documentfor reference. The two most common appendixesare bibliographies and glossaries.

A bibliography lists the works that wereconsulted in preparing the report. Each entryincludes the title of the source, name of its

“A scrupulous writer, inevery sentence that hewrites, will ask himselfat least four questions,thus: 1. What am I tryingto say? 2. What wordswill express it? 3. Whatimage or idiom will makeit clearer? 4. Is thisimage fresh enough tohave an effect?”

—George Orwell,English novelist and journalist

(1903–1950)


99

author, publisher, and publication date. Thebibliography guides readers to further readingrelevant to the subject of the report.

A glossary is a list of technical terms, abbrevia-tions, acronyms, and their meaning. Glossariesare particularly important in reports on com-plex, technical topics that will be distributed tonontechnical readers.

Crediting sources. If your report includes ver-batim quotes or paraphrased passages from othermaterial, you must acknowledge your sources.Failing to do so is committing plagiarism—theact of passing off someone else’s ideas or words

DON’T REMOVE YOUR APPENDIX

An appendix comprises supplementalinformation about primary sourcescited in the report. Items typicallyinclude:

• Photographs

• Illustrations

• Maps

• Diagrams

• Surveys

• Statistical abstracts

• Calculations/formulas



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as your own. For instance, if you include a verba-tim quote or paraphrased comment attributed to Microsoft founder Bill Gates, you must acknowl-edge Gates as the original source for this quoteor comment either in the text or in a footnote orendnote.

Footnotes appear at the bottom of the pagein which the source is cited. Endnotes list all the sources used in the report in a separate sectionat the end of a document. To fi nd out how to citesources correctly and consistently, check a stan-dard style guide, such as The Chicago Manualof Style. Most word-processing programs havefunctions that allow you to insert and keep trackof footnotes and endnotes.

GRAB ’EM WITH GRAPHICS

�� Do use graphics to illustrate andclarify major points in the body ofyour report.

�� Don’t introduce new material ormake a new point with a graphic.

�� Don’t use illustrations or imagessimply to fill up space.

�� Do use color selectively.

�� Don’t forget to acknowledge thesource of the graphic or dataillustrated.

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Appearance Is EverythingHow you present information is often as impor-tant as the quality of information you provide.Readers are likely to discredit or dismiss yourreport if it looks carelessly done or sloppy.

HITTING THE MARK

To ensure your report is well receivedand promptly read by your audience,follow some of these tips:

• Give it a compelling and catchytitle.

• Include an executive summary ofyour findings so readers can scanthe highlights.

• Use graphic elements such ascharts and tables to illustrate keyinformation and enliven your report.

• Clarify how the findings inthe report are relevant to yourorganization and make appropriaterecommendations in theconclusion.

• Make sure the report is properlyformatted and that there aren’t anyglaring typos or errors.



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Prepare your reports on 81/2-by-11 paper. Set standard margins, and follow a block text format:fl ush your paragraphs left, don’t use indenta-tions, and leave a line space between paragraphs.Consistency is key: Make sure all your headingsand subheadings are formatted uniformly. If youare using bulleted or numbered lists, make surethese are done consistently as well.

Help readers grasp your data by sprinklingthe report with informative graphics such as piecharts, illustrations, and tables. In addition togiving readers a breather from the text, graphicsprovide a lot of information at a glance.

If your report relies heavily on graphic ele-ments, it may be best to present them in aseparate appendix. However you choose to do it,clearly mark each illustration for easy reference(for example, “Figure 3: Year by Year Revenue ofthe Top Five HR Outsourcing Providers”).

The standard layout of a report is as follows:• Cover page• Executive summary• Table of contents• Introduction• Body of the report• Conclusion• Appendixes

Editing and ProofreadingOnce you are through writing the report, rigor-ously proofread it. Look for ways to tighten upthe writing or to inject life into “dead spots.”Give copies of the report to a few people youtrust, preferably those with knowledge of the


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subject matter, and request their feedback onpossible changes.

Ask them to point out inconsistencies and sug-gest ways of making the report clearer and morecomprehensible. This also is the time to double-check the spelling of all proper names in thereport: people, companies, organizations, institu-tions, and trademark names. You don’t want tomistake, say, Acme Co., which makes batteries,for Acme Corp., which sells women’s apparel.The number of mistakes and typos you catch willincrease in direct proportion to the number ofpeople who review it with a critical eye before it isdistributed.

RECORDING MEETING MINUTESOccasionally, you may be asked to record for-mal and informal minutes of business meetings.Although this task is often viewed as mere cleri-cal duty, the person taking and transcribing thenotes functions, in essence, as a historian. Youare capturing the proceedings of a meeting sopeople who did not attend can fi nd out whattook place in their absence. Unlike other businessdocuments, minutes should be free of persua-sion, opinion, or analysis.

When taking notes, don’t try to write downexactly what a person said, but rather takesimple notes using your own shorthand. Sub-stitute fi gures and letters for words, such as “$”to denote dollars or money. Whichever methodyou choose, place a premium on legibility, andtype your handwritten notes immediately afterthe meeting.


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Organizing and Formatting MinutesMinutes follow a straightforward format. Mostmeetings at which minutes are required use aformal agenda that identifi es the topics to bediscussed. The full title of the meeting—forexample, “Weekly Marketing Meeting,” “StaffMeeting”—is followed by the date, time, andplace of the meeting. Next, list in alphabeticalorder whoever is present at the meeting.

The body of the minutes should record theactual proceedings of the meeting. Summarizewhat was discussed: what the key points were,what seemed to be the consensus, and whatissues sparked disagreements. Don’t record everyword that was said or produce a “play by play”of who said what. Instead, capture the spirit ofthe conversation and record any resolutions or

MINUTES BASICS

If called on to take the minutes of ameeting, you’ll draw on two facets ofcommunication: listening and writing.

• Listen attentively.

• Use shorthand to take notes.

• Transcribe immediately.

• Proofread and edit.

• Distribute the minutes.



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recommended actions. If several items or issueswere discussed, organize the notes into severalcorresponding headings. Headings enable read-ers to quickly scan the fi nished document foritems that most interest them. If the meetingclosely followed the agenda provided in advance,use it as a guide to organize your notes.

Before distributing the minutes, proofreadthem carefully. As with all business writing, strivefor accuracy, clarity, and simplicity.

�ORALCOMMUNICATION

“It’s phenomenalwhat openness andcommunicationcan produce. Thepossibilities of trulysignifi cant gain, ofsignifi cant improvementare so real that it’s worththe risk such opennessentails.”

—Stephen R. Covey,author of The 7 Habits of

Highly Effective People

�Communicatingclearly in one-on-one discussionsdemonstrates to your

employees that you are both intouch and available. Given thedigital world in which we live,it is often tempting to “hide”behind technology and notcommunicate with people ona one-to-one basis.


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Yet personal interaction is often how truly effec-tive business relationships are born. Managersneed to cultivate their speaking skills in order toarticulate ideas to both individuals and groups.

THE NONVERBAL NEXUSHow do other people “read” your tone of voiceor body language? Your gestures, facial expres-sions, movement, and body posture are allnonverbal cues that express what words mightnot. Smiles and an extended hand, for example,signal openness. Frowning or being too serious,on the other hand, might suggest you are inap-proachable, moody, or uninterested.

Nonverbal signals can be misinterpreted how-ever. Emphatic gestures can be misconstrued asexpressing anger or dismissiveness. If your facialexpression never changes—which can in fact bea sign of focused attention—some people maythink you have “tuned out.” Poor posture maysuggest that you lack confi dence or don’t believewhat you say—an interpretation that may harmyour credibility. Many people are in the habitof folding their arms, but this gesture is oftenviewed as a sign of disagreement, resistance, orlack of openness.

In short, nonverbal signals say volumes aboutyour interest in what the other person is saying.The best form of nonverbal communication is listening attentively to what others say.

ONE-ON-ONE DISCUSSIONSCommunicating with employees is a two-waystreet. Aside from showing respect for their

O R A L C O M M U N I C AT I O N

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opinions and ideas, inviting feedback fromemployees keeps you in the loop.

Let employees know you have an “open door”policy for them to voice frustrations, concerns,

NONVERBAL NO-NO’S

Posture, facial expressions, andgestures often send messages. Thesenonverbal signals indicate indifferenceor lack of interest:

• Folded arms

• Hands shoved in pockets

• Fidgeting

• Fiddling with pens, pencils

• Tapping your fingers or glancing atyour watch

• Rolling your eyes

• Yawning

• Checking e-mail during face-to-faceconversations

• Slouching

• Propping feet on desks, chairs

• Cleaning your glasses, or engagingin similar distracting tasks

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and expectations. Convene a meeting withemployees to generate feedback. Not only doesthis produce terrifi c ideas, it also reinforces toemployees that their efforts are appreciated bytheir bosses.

By developing and emphasizing verbal com-munication, you contribute to your company.Employees are more likely to want to work foryou and to respect you. You will be viewed ashaving credibility and integrity.

POSITIVE NONVERBAL SIGNALSUsing nonverbal along with verbalcommunication emphasizes yourinterest in what others are saying.Desirable nonverbal attributes include:

• Hands at sides, on desk, on chin

• Steady eye contact

• Smiles, nods

• Changing expressions

• Not allowing interruptions

• Eliminating background noise anddistractions

• Turning off cell phones, pagers,PDAs

• Listening and acknowledgingverbally



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Giving FeedbackAt no time are communication skills more criti-cal than when you are offering feedback to youremployees. Regular feedback creates a sense ofcamaraderie between managers and the work-force. Workers are more willing to go the extramile for managers they view as supportive andinterested in their daily work. The more employ-ees understand their responsibilities and thegoals you have set for them, the harder they willwork to attain them.

A manager should speak with precision whengiving feedback, setting expectations, and coach-ing employees. Strive to be specifi c with yourcomments rather than general. Telling someonethey did a “fi ne job” makes them feel better butwon’t help employees zero in on what they did

“Without crediblecommunication, and alot of it, employee heartsand minds are nevercaptured.”

—John P. Kotter,author of Leading Change


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well or help them replicate that positive perfor-mance in the future.

Instead, give specifi cs when discussing perfor-mance and tasks with employees. For example,you might say: “Jeff, your work on this projecthas been superb. I know you’ve met tight dead-lines before, so you’re an old hand at this, buthow close are we to the next milestone? We haveabout a week to go. Is there some way I canhelp?”

The above message conveys a challenge (tightdeadline) and expresses confi dence that Jeffwill meet it nonetheless. The manager alsooffers to help, showing no reluctance to get hishands dirty.

The number-one impact that managers haveon their companies is the ability to win the

MORE FEEDBACKEmployees value regular feedbackfrom superiors. A 2006 study by JackMorton Worldwide, a marketing agen-cy, found that 67 percent of employ-ees are dissatisfied with the qualityand frequency of feedback they getfrom their bosses. Of that number,31 percent bluntly stated that theirmanagement doesn’t communicatewith them often enough.SOURCE: “Customers or Employees First,” JackMorton Worldwide (September 25, 2006).

Behind the Numbers


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WIN THEIR RESPECT

A huge factor in communicatingeffectively is winning the respect ofyour employees. You can accomplishthis in a number of ways:

• Let employees finish their remarks –Sometimes employees need to blowoff a little steam. Don’t becomeimpatient with them or interruptthem.

• Don’t be an absentee manager –You can’t communicate if youaren’t regularly in contact withemployees. Make a point toschedule team meetings at leastonce a month and, if possible,meet individually with keyemployees on a regular basis.

• Practice what you preach – If youare touting the need to developcorporate values, be sure you don’tviolate those values yourself.

• Be specific – Your employees won’trespect you if you are unableto clearly express ideas in teammeetings. Be precise with yourwords, eliminating needless jargon.

THE BOTTOM LINE


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CASE FILESLOGANS AT WORK

During the 2003–4 National HockeyLeague season, Tampa Bay Lightninghead coach John Tortorella continu-ally sounded one theme: “Good is theenemy of great.” The phrase is thefirst line of the book Good to Great:Why Some Companies Make the Leap. . . And Others Don’t by Jim Collins.

The book affected Tortorella sostrongly that he used that first sen-tence as a rallying cry for his youngteam. Time and again, he hammeredhome the danger of settling for “goodenough.” The six-word slogan adornedbanners that hung from the raftersof the Lightning’s arena. Fans beganwearing T-shirts and caps bearing thetrademark phrase. Tortorella’s insis-tence that his team strive for greatnesspaid great dividends: The team won itsfirst Stanley Cup championship laterthat year. Tortorella understood themessage he wanted to deliver and, likeall successful mangers, distilled it intoa memorable expression that yieldedtangible results.SOURCE: “Tortorella Raises Bar, Bolts Drink fromCup” by Joey Johnston, Tampa Tribune (June 10,2004).


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confi dence of employees through credible, con-sistent face-to-face communication. Thus, offer feedback frequently. Don’t relegate it to quarterlyor yearly performance reviews.

Offering Praise and EncouragementIt’s important to provide not only clear direc-tion on work projects, but also encouragingwords and praise for a job well done. Recogniz-ing employees’ efforts and accomplishments isa hallmark of strong leadership: It breeds moreloyal and productive workers and sets your fi rmapart as a desirable place to work. It also helpskeep turnover low. You will be surprised what afew words of thanks can do.

When the time comes to thank employees, besure to do so publicly in front of their peers. Thisholds true whether it is an individual or a teamthat is being recognized. Acknowledge all contri-butions to a project, however small. At a meeting,you might say something like, “Janet Petersonbrought to our attention that the color registra-tion was off on the new brochure. Thanks, Janet,for catching that before we sent them out.”

Shining the spotlight on employees for a few minutes gives them immense satisfaction andinstills a sense of pride in their achievement.Moreover, the value these public displays serve inmotivating other employees is immeasurable.

Providing Constructive CriticismMost employees welcome constructive feedback.Diligent workers usually will respond favorably tonegative feedback if it is relayed in a supportive,


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understanding manner. At times, your words needto reprove or warn those who aren’t pulling theirweight. Even here, your words should not stingbut rather serve as motivators.

When delivering criticism, adopt a neutraltone and focus on the person’s behavior andperformance rather than attitude. Stress yourwillingness to help this person succeed. Offertraining or other resources at your disposal thatcould deepen the employee’s knowledge andskill base.

If your input is meant to bring about a changein behavior, target the results you want to see.You may want to ask the person if you can makea suggestion as opposed to giving a directive.

“The resentment that criticism engenders candemoralize employees,family members, andfriends, and still notcorrect the situation thathas been condemned.”

—Dale Carnegie,author of How to Win Friends and Influence People

(1888–1955)


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Suggestions enable employees to learn new waysof doing things. “That screen might hold better ifyou used a bigger screw” is more useful feedbackthan telling someone, “The screen is falling out.Fix it.” A typical conversation might go like this:

John, the manager: Hey, Tamara, may I make asuggestion?

Tamara: Sure. Go ahead.John: Please don’t misunderstand me. We all

love your enthusiasm for this project and theideas you bring to the table. Don’t ever lose that.On the other hand, your ideas might get takenmore seriously if you didn’t interrupt so oftenwhen others were speaking.

ACCEPTING CRITICISM

Graciously accepting constructivecriticism from others will help youpolish your rough edges and become arespected communicator.

�� Do listen with an open mind.

�� Don’t let your ego get in the way.

�� Do restate the criticism you hear.

�� Don’t react defensively.

�� Do ask clarifying questions and forexamples.

�� Don’t raise your voice.

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Tamara: Wow, I wasn’t aware I did that. Thanksfor pointing it out. I’ll try not to.

Naturally, suggestions tend to be betterreceived than orders. Even when givingdirectives, keep an open mind to employees’suggestions. This may not always be possible,but you should strive to build an atmosphereof trust and mutual communication.

Soliciting FeedbackAccomplished managers must not only be able togive feedback to employees. It is sometimes help-ful to solicit it from them.

If you are comfortable doing so, tell thoseyou manage that you are open to receivingconstructive criticism on how you can do yourjob better. Most employees would never dreamof approaching the boss to offer criticism, butletting people know your door—and moreimportant, your mind—is always open encour-ages trust and candor.

Absorb employees’ comments in an impar-tial manner. If, after listening to feedback, youaren’t persuaded by an argument, explain why.Regardless of whether you agree or not, tell theindividual that you appreciate honest feedback,and invite a continued dialogue in the future.

Of course, the best way to defuse criticism is tostay on top of things. Talk often with employeesabout jobs or long-range projects. Repeatedlyask if they have everything they need to do theirjobs. Solicit their feedback on ways things canbe improved. Former New York City mayorEd Koch understood this principle. “How am I


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doing?” Koch famously would ask when shakinghands with people all around the city. Asking forregular feedback will help you become a moreresponsive and capable leader.

CASE FILESHOWING EMOTIONWhen he was CEO of optical retailchain LensCrafters, Dave Browne con-cedes he was a “numbers-only guy.”He believed concrete facts should beused to drive business decisions.

Yet Browne eventually realized thatfacts and numbers can keep leadersfrom communicating “on a much high-er plane, emotionally and with vision.”So he convened an off-site meetingwith employees and apologized forfocusing solely on the bottom line tothe exclusion of addressing employ-ees’ fears and apprehensions. Brownelearned to communicate honestly andemotionally with employees—not aneasy thing to do for a top executive.

“When you start sharing dreams andfears and talking about things at anemotional level,” Browne concluded,“you are risking vulnerability. But it’sworth it.”SOURCE: “Is One-Dimensional Communication Lim-iting Your Leadership?” by Theodore Kinni, HarvardManagement Communication Letter (May 2003).


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Discussing Employees’ PerformanceIf an employee’s performance starts to lag, thefi rst step is to fi nd out why. Approach theemployee and honestly express your concern.Be sensitive. Avoid threats and coercion, whichare the habits of bad managers and demoralizerather than motivate. Find out if personal issuesare weighing on the employee’s mind.

Remember all disciplinary discussions shouldrevolve around performance and job goals. Afteryou’ve discussed the employee’s performance,wait a while—perhaps several weeks—to see ifthe individual turns things around. Sometimes,a word of encouragement is enough to reignitesomeone’s commitment to the job.

If you don’t see improvement, call the personin for a meeting. Let the person know in advancethat you want to talk to him or her. Let theemployee know you appreciate his contributions.But express your disappointment that things

“The most importantthing in communicationis hearing what isn’tsaid.”

—Peter Drucker,management guru and author

(1909–2005)


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haven’t improved. Let the person know the con-sequences of continuing to underperform.

A one-on-one meeting may reveal the reasonsbehind a person’s performance lag. Perhaps all

DELICATE DISCIPLINE

A disciplinary session with anemployee will be more productive ifyou keep certain guidelines in mind:

�� Do request to meet at theemployee’s convenience.

�� Do use neutral language.

�� Do lead the discussion by thankingthe employee for his or her positivecontributions.

�� Do be specific about what theemployee needs to do differently orwhat areas of competency need tobe improved.

�� Do set clear expectations forimprovement.

�� Don’t threaten in fact or byimplication.

�� Do offer to train the person, ifappropriate.

�� Do keep discussions confidential.

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the person needs is some focused training in aparticular aspect of his job. Perhaps there areinstitutional roadblocks obstructing his efforts.There may be personal problems distracting theemployee. In some cases, an employee genuinelycould be giving his best and simply be ill-suitedto his current position.

Your job is to stay abreast of the many vari-ables that can affect workplace performanceand productivity. This involves acquaintingyourself with your employees’ competenciesand potential by committing to a policy of “open door” communications.

Still, there may be times when you will need toput your foot down. Disciplining employees is

“To succeed, you willsoon learn, as I did,the importance of asolid foundation in thebasics of education—literacy, both verbaland numerical, andcommunication skills.”

—Alan Greenspan,former Federal Reserve chairman


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probably the most diffi cult task you will face as amanager. The manner in which you deliver a dis-ciplinary message is as important as its content.Be fi rm and supportive at the same time. It’s bestto avoid ultimatums.

Firing EmployeesSometimes letting someone go is unavoidabledespite your best efforts. When breaking thenews to an employee, do it in private and dis-creetly. Summarize your reasons for dismissal,focusing on the employee’s performance, not onthe person.

No matter how justifi ed the dismissal, the per-son is liable to be angry. Allow him to vent hisfeelings, but don’t retreat from your stance. Atall costs preserve the individual’s dignity, despiteany personal confl icts that may exist betweenthe two of you. Wish him well and express yourregret at needing to take such a drastic measure.

TELEPHONE: THE RULES OFENGAGEMENTAccording to a 1999 study conducted by eti-quette consultant Eticon Inc., 8 out of 10 peoplesurveyed believe rudeness in business is on therise. Telephone manners are at the root of over60 percent of rudeness complaints. Reviewingthe following tips on proper phone mannerswill help you make telephone conversationsmore productive.

Create a good impression. Answer the phoneas soon as possible, certainly after no more thanthree rings. Stick to a formal tone of voice during


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your greeting and speak slowly. Here are a fewexamples of professional greetings:

“This is Jeff Warmouth. How may I help you?”“Hello, this is Jeff Warmouth speaking.”“Hello, this is Jeff. How may I help you?”Unless directed otherwise, don’t add company

slogans or catchy sales phrases to your greeting.They just delay the caller from saying what hewants to say.

Your attitude and mood come through loudand clear on the phone. Smile when you’retalking on the phone. According to Nancy Fried-man, who runs the communication trainingcompany The Telephone Doctor, callers caninstantly detect a smile—as well as the lack ofone. Even if you’re having a bad day, never takeit out on the caller.

Turn off distractions. Don’t answer the phoneor initiate a phone call if you are in the middleof a conversation with someone else or engagedin a meeting (unless you are bringing the caller

“Good manners are goodbusiness.”

—Nancy Mitchell, etiquette expert


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into a conference call with everyone present). Beconsiderate of others.

Don’t leave them hanging. Never leavesomeone on hold for too long. If you mustput someone on hold, please alert or ask thembeforehand (“May I put you on hold for just aminute?”). After you’ve taken the caller off hold,make sure to thank him or her for holding. Ifyou are not at your desk to take a phone call,respond to voice mails or messages in a timelymanner, at least by the close of business that day.Instruct your staff to do the same.

VOICE-MAIL ETIQUETTE

Messages you leave should becourteous, meaningful, and to thepoint.

�� Do keep it short and simple.

�� Do speak clearly and slowly.

�� Don’t express anger or use harshwords in your message.

�� Do leave the time and date of yourmessage, as well as your name, thecompany you are calling from, andyour number.

�� Don’t hang up abruptly; alwaysthank the recipient of the message.

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126

Leave clear messages. When leaving voice-mail messages, keep them simple and to thepoint. Identify yourself by your full name, evenif you’ve spoken with the person before (unless,of course, the person is a colleague you talk tofrequently). Provide the name of your companyand your job title if necessary. Speak slowly, andenunciate. Try to keep your messages as briefas possible. They should not exceed 30 seconds.If you request a call back, leave your telephonenumber along with the best time to call.

Placing a diffi cult call. If you are about tospeak with someone concerning matters thatare diffi cult or controversial, fi rst take the timeto plan how to approach the conversation. Askyourself: How diffi cult will it be for this indi-vidual to handle what I have to say? What wordsor approach will soften the blow?

ANSWER THE PHONE—PLEASE!

According to Eticon Inc., an etiquetteconsultant, the three phone offensesthat anger customers the most are:

Undue time on hold 27%

Unreturned calls 24%

Confusing voice-mail prompts 11%

SOURCE: “Rudeness Can Cost Business” by JennyMunro, The Greenville News (October 8, 2000).

Behind the Numbers


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When you do place the call, fi rst ask if the per-son has time to talk with you. Without gettinginto specifi cs, let the individual know the mat-ter requires urgent attention. If the person can’ttalk at the moment, schedule a time to talk later.Always keep your tone professional by speakingin a moderate voice. Be genial even while beingfi rm. To the extent possible, don’t discuss per-sonnel matters on the phone. Try instead to meetprivately with the person.

Receiving a diffi cult call. Answering a surprisecall on a sensitive topic requires deftness andquick thinking. Usually these calls come frompeople who are upset about something—forexample, a customer fuming over bad service ora boss delivering unexpected news. In these situ-ations, grace under pressure serves you well.

Let the caller blow off steam, but slow thepace of the conversation by repeating whatthe person has said or asking for clarifi cations.Do your best to prevent the conversation fromescalating and try not to be baited into anargument. Avoid sounding defensive. Instead,answer whatever questions you can and committo fi nding answers to those you can’t. Apologizefor any mistakes on your or your company’spart, and promise to follow up. At all costs, keepyour cool. Don’t try to win an argument; try towin the person over.

Receiving unwanted phone calls. Althoughit might be tempting to abruptly brush off coldcallers or misdirected phone calls, it is nevera good idea. How you handle annoying “coldcalls” says a lot about your professionalism.


128

If you get a phone call that should be handledby another person or department, politely helpthe caller reach the intended person by supply-ing the name and number of the person whocan help or by transferring the call.

CONFERENCE CALLS ANDVIDEOCONFERENCINGCommunicating with people in far-fl ung loca-tions is much easier today than it was decadesago. Conference calls save you from travelingto meetings across town, or across the country.You can bring together the various parties via

CELL PHONE FAUX PAS

Cell phones have enhanced ourproductivity. They can become anoffensive distraction, however, if usedinconsiderately.

�� Don’t select whimsical ring tones;they are unprofessional.

�� Do set the ringer to silent or vibrateif you must keep your phone on at alltimes for emergencies.

�� Do turn off cell phones duringmeetings to prevent interruptions.

Dos & Don’ts


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phone so everyone gets the information at thesame time.

As companies and business go global, video-conferencing enables people to communicatewith each other all over the world, using web-cams, software, and computers. They are able tosee each other and exchange information just asthough they were sitting across the room.

Videoconferencing is still evolving, however,and the technology is far from perfect. Softwareglitches and equipment failure may disruptyour videoconference, so always have a fallbackplan. Participants should know beforehand

�� Do warn others if you are expectinga call during a meeting. Excuseyourself to another room during thecall and limit your absence to only afew minutes.

�� Do modulate your voice. Cell-phonetechnology has a more hollow soundthan landlines, causing people toproject their voices louder.

�� Don’t sneak your phone insideareas where they are banned, suchas places with sensitive electronicequipment.


130

what to do if the camera loses its signal or apower outage wipes out your high-speed tele-communication line.

Leading the Conference Call orVideoconferenceEffi cient phone and videoconferences demandorganization and planning. If you are leading theconference, you will be in charge of facilitatingthe discussion, making sure the whole agenda iscovered, and tracking time.

First, familiarize yourself thoroughly with anymaterial up for discussion and draft an agenda

THE VIDEOCONFERENCING TREND

Research suggests that companies aresteadily increasing their use of audioand videoconferencing equipment.

Year Sales of equipment(in billions)

2000 $2.842001 $3.182002 $3.352003 $3.412004 $3.202005 $3.992006 $4.33

SOURCE: “Conferencing Takes Wing as TravelOption” by Eric Benderoff and Mike Hughlett,Chicago Tribune (August 11, 2006).

Behind the Numbers


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if necessary. Be considerate of other people’sschedules and start on time whenever pos-sible. You may wish to wait a few minutes foreveryone to join the conference, but don’t holdup the call or videoconference for latecomers.Depending on the number of people and theirfamiliarity with one another, introductionsmay not be needed or otherwise take only a fewminutes. If you are conducting a conferencecall, remind people to identify themselves againshould they choose to speak during the call.

CONFERENCE PROTOCOL

Your conference call or video-conference will run much moresmoothly if you adhere to a few rules:

• Ask participants to identifythemselves when speaking.

• Steer the discussion to items onthe agenda.

• Keep track of time.

• Allot time for questions.

• Schedule a follow-up meeting if yourun out of time and don’t cover allof the items on the agenda.

• Thank participants for their timeand input.



132

Except under extreme circumstances, keepyour call to the allotted time. Allocate a setnumber of minutes to discuss each item on youragenda, and then move to the next item. If youthink the call or videoconference will run longerthan expected, give participants the option ofcontinuing the call or signing off. If by the end ofthe scheduled call there are still agenda items tobe discussed, ask participants to schedule a fol-low-up call. Close the meeting by summarizingall the items that have been discussed and thank-ing people for their time and input.

PRESENTING IN PUBLICManagers who can deftly explain complicatedinformation with a few well-turned phrasesincrease their chances of assuming greaterresponsibility. But presenting material in front ofan audience—whether in a big auditorium or ina small conference room down the hall—can beintimidating. Even when speaking before peoplewe know well, we all have experienced fl utteringstomachs and sweaty palms.

The key to preparing oral presentations isto allow yourself enough time to research anddigest the material you will be presenting. Firstsketch a bare outline of your ideas on paper andrework it until you are comfortable with it. Thisprocess is highly intuitive and likely to involvewriting and revising your presentation scriptnumerous times.

Know your audience. Learn as much aboutyour audience as you can beforehand. Will yoube presenting in front of people you know?


133

Does your audience share similar interests andknowledge? Will you be presenting informationthat many in the gathering probably have never

SCRIPTED OR EXTEMPORANEOUS?

Speakers with an evident commandof their subject matter who appear atease before an audience convey anadded degree of authority. But noteveryone can speak convincingly “offthe cuff.” Decide which of these twoapproaches best suits your public-speaking abilities.

Reading from notes or a scriptkeeps you from digressing and pre-serves the continuity of your mes-sage. Following a structure helps youadhere to time limits and also reducesthe chance for mistakes. The down-side: Done poorly, this method fails toengage your listeners.

Speaking extemporaneously enablesyou to zero in on the audience, ratherthan fumbling through notes. Becauseyou will appear polished and poised,people will place confidence in whatyou say. Caution: You must be able todo this well or risk skipping chunksof information or rambling beyond thetime limit.

The BIG Picture


134

heard about? Knowing and understanding your audience will help you adjust the content of yourpresentation accordingly.

Practice makes perfect. If you are new topublic speaking, use a tape recorder to get com-fortable hearing the sound of your own voice.Rehearse your presentation in front of friends,family members, or colleagues and ask them tocritique your delivery, body language, and facialexpressions. Find out if they understood thebasics of your talk by asking them to summarizethe main points of your presentation.

CALM YOUR NERVES

Toastmasters International is anorganization that helps people build theirpublic speaking skills. Here are some tipsthey offer for speaking in public:

• Select a topic you are knowledgeableabout. You should know more aboutthe topic than you share in your talk.

• Rehearse to reinforce. Ideally, youshould practice with the equipmentand tools you will be using.

• Arrive early to greet people. This is agreat way to establish rapport.



135

Set up your props. If you will be using a lap-top or any other equipment, determine ahead oftime if the place where you will be giving yourpresentation can handle that equipment. If youare presenting at an older facility that cannotaccommodate your equipment, have a backupplan that relies more heavily on handouts andvisual aids.

If possible, arrive at the meeting place wellahead of time. Bring along one or two otherpeople to assist you with technical matters, suchas setting up the equipment for slide shows,

• Survey the premises. If possible,run through a quick test of yourequipment and the room’s acoustics.

• Visualize yourself giving the talk,including hearing the audienceapplaud.

• Relax. People in the crowd will berooting for you.

• Ignore your nervousness and theaudience will too.

SOURCE: “10 Tips for Successful Public Speaking”Toastmasters International, www.toastmasters.org


136

overhead transparencies, fi lms, and the like. Walkaround the room and get a feel for the acoustics.Test microphones, if you will be using them, toensure they work properly. If you are using bat-tery-powered equipment, bring extra batteriesjust in case.

Conduct a fi nal check. Use whatever sparetime you have to perform a practice run throughyour presentation. Check one last time for anyfactual errors in your presentation script andslides. Arriving early will also give you an oppor-tunity to “meet and greet” some of the attendees.Looking around the room during your talk andseeing familiar faces will give you a sense ofrapport with those who have come to hear youspeak.

Ease into your talk. When you deliver thepresentation, stand squarely and face the audi-ence. Take a deep breath. Smile. Clearly stateyour name and summarize your professionalcredentials. Welcome everyone and thank themfor attending. If you are providing handouts,take a moment to ensure everyone has them. Youare now ready to delve into the substance of yourtalk. If you’re stuck for an opener, lightheartedpersonal anecdotes are tried-and-true tools toget the crowd on your side from the start.

Avoid needless digressions. Instead keep yourpresentation focused on a few major points. Ifyou feel people are getting antsy, move on to thenext point.

Rely on active verbs to keep the content lively.If your talk is full of coded language or obscureterms, listeners will tune you out. Provide critical


137

analysis without sounding opinionated orpreachy. Use gestures strategically to emphasizesignifi cant information.

Limit your use of visual aids to get themaximum effect. Few things bore people morequickly than a mind-numbing string of fancy graphics. Augment visual aids with printed cop-ies of the material, so readers can follow alongwith you and see where you are headed.

Allot time for audience members to ask ques-tions after your concluding remarks. Refer tothis opportunity occasionally during your talk.For example: “I won’t go into details now, but Iwill be taking questions later if any of you wantme to expand on it.” Comments like this arousecuriosity, get people thinking ahead, and triggerquestions.

When fi elding questions, don’t congratulateindividuals with comments such as “Great ques-tion!” This might make other people feel asthough their questions are somehow less impor-tant to you. Always summarize or restate eachquestion for those in the audience who may nothave heard it.

Expect the unexpected. Equipment breaksdown. Meetings start late. People talk duringyour presentation. These and other distractionsawait you, so be sure you have a backup plan incase you need to change course in midstream.Stay calm during any delays and interruptions.

Developing effective communication is acareer-long journey. Once you are recognized asa master communicator, don’t be surprised atbeing asked to take on greater responsibilities.


138

You are now ready to put what you havelearned from this book into practice. Usethis section as a review guide:

CHAPTER 1.COMMUNICATING CLEARLY IN WRITING

• The ability to write well is essential toadvancing your managerial career.

• Research and planning is the firststep to crafting a well-writtenmessage.

• Whether you are writing a brief e-mailor formal business report, correctgrammar, accurate language, and goodmanners are critical.

• Clarity and simplicity are thecornerstone of good writing.Buzzwords and jargon should beeliminated.

• Understanding whom you are writingfor and why you are writing—to informor to persuade—helps target writtencommunications more effectively.

• Revising and editing are the last—butmost crucial—steps in the writingprocess.

Off and Running >>>

139

CHAPTER 2.DIGITAL COMMUNICATION

• Business e-mails should be treatedwith the same care as other forms ofwritten communication: attention todetails and grammar is paramount.

• The rules of e-mail etiquette aresimple: be courteous, reply to e-mailspromptly, err on the side of a formaltone, limit use of abbreviations,double-check spelling of recipientsand their addresses.

• E-mail and instant messaging shouldbe used only for company business;employees should be discouragedfrom sending and receiving personalor inappropriate e-mails at work.

CHAPTER 3.PRECISION ON PAPER

• Internal memorandums, or memos,are brief documents used to impartinformation within a select group ofpeople.

• Memos consist of a heading—date,recipients, sender, and subject line—and a body of text.

O F F A N D R U N N I N G


140

• All business letters are formal bynature and are generally writteneither to notify, request, respond, orpersuade.

• An effective business letter is wellstructured—with a proper greeting,body of text and closing—andcorrectly formatted (either in blockformat or modified block format).

• Reports are formal, lengthydocuments drafted to inform readers,apprise them of a current situation, orrecommend actions.

• A credible report is characterized byobjectivity and reliance on facts.

• Recorded meeting minutes shouldbe free of persuasion, opinion, oranalysis, and should be accurate,succinct, and straightforward.

Off and Running >>>

141

CHAPTER 4.ORAL COMMUNICATION

• It is essential for managers tocultivate good speaking skills.

• Nonverbal cues, such as yourgestures, facial expressions, andposture, express what your wordsmight not.

• The best form of nonverbalcommunication is to listen attentively.

• At no time are communication skillsmore critical than when you are givingfeedback to an employee.

• Answering the phone and leavingvoice-mail messages requirespoliteness and professionalism at alltimes.

• The key to oral presentations isthorough preparation. Write, revise,and practice your script.


142

How to Win Friends and Influence PeopleDale CarnegieFirst published in 1937, this influential book offers time-honored advice on doing just what it says, proving thatinfluencing other people in a positive manner can helpyou succeed in just about every endeavor.

Creativity: Flow and the Psychology of Discovery andInventionDr. Mihaly CsikszentmihalyiDrawing on 100 interviews with exceptional people, frombiologists and physicists to politicians and businessleaders, poets and artists, as well as his thirty yearsof research on the subject, acclaimed psychologistCsikszentmihalyi explores the creative process.

Flow: The Psychology of Optimal ExperienceDr. Mihaly CsikszentmihalyiThis best-selling introduction to Dr. Csikszentmihalyi’slandmark “flow” theory presents interviews with almost100 creative people from a wide array of fields, exploringthe creative process and showing the benefits of creativethinking on one’s quality of life.

The 7 Habits of Highly Effective People: PowerfulLessons in Personal ChangeStephen R. CoveyFirst published in 1990, this best seller shows you how

RecommendedReading

143

to change your mindset to adopt these important habitsfor success. Translated into 32 languages, this book hassold more than 10 million copies.

The Daily Drucker: 366 Days of Insight and Motivationfor Getting the Right Things DonePeter F. Drucker with Joseph A. MaciarielloWidely regarded as the greatest management thinker ofmodern times, Drucker here offers his penetrating andpractical wisdom with his trademark clarity, vision, andhumanity. The Daily Drucker provides the inspiration andadvice to meet life’s many challenges.

The Effective ExecutivePeter F. DruckerDrucker shows how to “get the right things done,”demonstrating the distinctive skill of the executive andoffering fresh insights into old and seemingly obviousbusiness situations.

Handbook of Business LettersL. E. FraileyOriginally published in 1970, long before e-mail came onthe scene, this classic book helps you write professionalletters, offering models of correspondence for everyoccasion.

How to Talk So People Listen: Connecting in Today’sWorkplaceSonya HamlinOne of the country’s leading communicators deliversgroundbreaking insights and solutions to some of today’smajor communication issues at work: negotiating thegeneration gaps, integrating a multicultural workforce,organizing your message and making it visual, andunderstanding what motivates today’s audiences.

Executive Intelligence: What All Great Leaders HaveJustin MenkesIn this thought-provoking volume, Menkes pinpoints thecognitive skills needed to thrive in senior managementpositions.

R E C O M M E N D E D R E A D I N G

144

Speak Without Fear: A Total System for Becoming aNatural, Confident CommunicatorIvy NaistadtThis guide to combating stage fright in everyday businesssituations will help you become a natural, confidentcommunicator.

Simply Speaking: How to Communicate Your Ideas withStyle, Substance and ClarityPeggy NoonanBest-selling author, columnist, and presidentialspeechwriter Peggy Noonan shares her valuableexperiences from years in the White House speech-writing trenches, offering specific techniques, fascinatinganecdotes, and professional secrets of the trade.

In Search of Excellence: Lessons from America’s Best-Run CompaniesThomas J. Peters and Robert H. Waterman, Jr.Based on a study of 43 of America’s best-run companiesfrom a diverse array of business sectors, In Searchof Excellence describes eight basic principles ofmanagement that made these organizations successful,including helpful advice on communication.

Emily Post’s The Etiquette Advantage in Business, 2ndEdition: Personal Skills for Professional SuccessPeggy Post and Peter PostHelpful advice for appropriate behavior andcommunication in both everyday and unusual situations,this is an essential guide to professional and personalsuccess.

How to Work a Room: The Ultimate Guide to SavvySocializing In-Person and On-LineSusan RoAne“The Mingling Maven” Susan RoAne provides the toolsand techniques for savvy socializing in all situations inorder to establish connections that build personal andprofessional relationships.


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Quiet Leadership: Six Steps to TransformingPerformance at WorkDavid RockRock demonstrates how to be a quiet leader, and amaster at bringing out the best performance in others, byimproving the way people process information.

Writing That Works, 3rd Edition: How to CommunicateEffectively in BusinessKenneth Roman and Joel RaphaelsonThis concise, practical guide to the principles of effectivewriting contains more than 200 specific examples ofstrong e-mails, memos, letters, reports, speeches, andresumes.

Errors in English and Ways to Correct Them, 4th Edition:The Practical Approach to Correct Word Usage, SentenceStructure, Spelling, Punctuation, and GrammarHarry ShawThis excellent reference guide focuses on some of themost common errors writers and speakers make andexplains how to correct them with extensive examplesand exercises.

The Elements of StyleWilliam Strunk, Jr., and E. B. WhiteThis best seller, in print since 1957, has instructedmillions on how to write properly, presenting the basics ofcomposition, grammar, and word usage.

WinningJack Welch with Suzy WelchThe core of Winning is devoted to the real “stuff” ofwork. Packed with personal anecdotes, this book offersdeep insights, original thinking, and solutions to nuts-and-bolts problems.

On Writing Well: The Classic Guide to Writing NonfictionWilliam K. ZinsserZinsser’s must-read book for anyone who writes on adaily basis explains the fundamentals of good writingand advocates a simple, uncluttered, and clear style ofwriting.


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Index

Aabbreviations, 4, 36, 45, 55,

99, 139Amelio, Gilbert, 48apology letters, 81. See also

lettersappendixes, 90, 92, 98-99, 102audience, writing for, 2, 9, 10-

11, 21, 55, 77, 87-89,97, 101, 132-137

B“bcc” (blind carbon copy),

25, 37bibliographies, 98Bill Gates, 19, 100blind carbon copy (bcc), 25, 37Buffett, Warren, 57business letters, 15, 60, 62,

65-66, 68-69, 140. Seealso letters

business reports, 50, 91business writing, 105buzzwords, 82, 138

Ccapitalization, 36Carnegie, Dale, 116cell phones, 110, 128Chicago Manual of Style, 100commas, 6, 8, 25complaint letters, 79-80. See

also lettersconcision, 5, 7, 89, 96conference calls, 128-132contractions, 6, 9, 10courtesy titles, 75cover letters, 72-73. See also

lettersCovey, Stephen R., 106, 143criticism, constructive, 115-118Csikszentmihalyi, Mihaly, 16,

142, 143

Ddisciplining employees, 121-

123Drucker, Peter, 120, 143, 144

Ee-mail, 2, 5, 11, 12, 16-47, 50,

60, 72, 74, 109, 138,139, 144

business, 21, 26, 36company policy on, 41-45etiquette, 25, 36-38, 139format, 22-27in-box, 18personal, 42-43recipients, 22standard policies, 41thread, 34

encouragement, 115, 120Enron, 44

147

I N D E X

etiquette, 124e-mail, 25, 37, 139

executive summaries, 92, 96-97,101

Fface-to-face communication,

38, 40, 115feedback, 81, 108-115, 117-119,

141fi ring employees, 123font type, 68formal letters, 49form letters, 64

Gglossaries, 87, 98grammar, 5-8, 146graphics, 95, 100, 102, 137greetings, 11, 24- 26, 62, 64, 86,

124, 140

Hhandwritten notes, 57, 74, 103headings, use of, 92, 93, 95,

102, 105Hewlett-Packard, 34hyphenation, 7

IIacocca, Lee, xinstant messaging (IM), 45-47

as method of corporate com-munication, 46

Internet shorthand, 36, 45

Jjargon, 55, 60, 82, 113, 138junk mail, 39, 65

Lletters, 18, 37, 47, 49, 57, 60-83,

87, 103, 140, 144, 146business, 15, 60, 62, 65-69,

140closing, 67cover, 72-73of apology, 81-83of commendation, 83, 84of complaint, 79-80of recommendation, 85

of reprimand, 62, 83, 87of request, 77-79pitch, 70-72refusal, 75-77thank-you, 74-75

listening, 104, 108-110, 118

Mmanagement skills, 31

communication, 111, 113margins, 102memos, 50-59, 139, 140, 146

format, 51-55purpose statement, 57

Microsoft, 19, 68, 100minutes, 103-105, 140

format, 104

NNational Commission on

Writing for America’sFamilies, Schools, andColleges, 13

National Semiconductor, 48nonverbal communication,

108-110, 141note-taking, 4-5

O“open door” communication,

122oral presentations, 132-137,

141fi elding questions, 137practicing, 134, 141visual aids, 137

Orwell, George, 98outlines, 90, 95, 96, 132

PPatricia Dunn, 34personal digital assistants

(PDAs), 36, 47personal e-mail, 42, 43pitch letter, 70, 71. See also

lettersplagiarism, 90, 99-100praising employees, 83-86,

111-112. See alsoencouragement

presentation, of reports, 101-102

148

presentations. See oral presen-tations

professionalism, 10, 25, 27, 57,127, 141

professional tone, 10proofreading, 68, 94, 102, 104public speaking. See oral pre-

sentationspurpose statement, 57

Rredundancy, 9refusal letters, 75, 76, 77. See

also lettersreports, 87-103, 140

conclusion, 93-95, 97, 101introduction, 90, 96format, 102research, 89-90sources, 87-88, 90, 92, 95,

99-100writing and organizing,

90-100request letters, 78. See also

lettersrevising, 2, 15, 102, 132, 138rudeness, 15, 123

Sscreen name, IM, 45-46shorthand, 9, 36, 45, 103, 104sources, primary, 99Strunk, William, Jr., 5, 96, 146style guides, 100

Ttelephone, 123-132

cell phones, 128conference calls, 128-132manners, 123-126messages, 125, 126, 133, 138,

144templates, 68

Microsoft’s Letter Wizard, 68thank-you letters, 75. See also

lettersThe 7 Habits of Highly Effective

People, 106The Elements of Style, 5, 85,

96, 146Toastmasters International,

134

Twain, Mark, 8typos, 21, 101, 103

Uultimatums, 123

Vverbs, active, 136videoconferencing, 128-132voice mail, 125, 126, 141

WWelch, Jack, 57, 147White, E.B., 5, 85, 146white papers, 90, 97writing

the basics, 2-15note-taking, 4-5research, 3-4

I N D E X

Garry Kranz is a freelance writer with a twenty-year career in journalism. His articles have won numerous regional awards for spot reporting and feature writing. He is a contributor to several national publications, writing about high technology, nanotechnology, human resources, economic development, and how politics affect business. During his many years in the workforce, he has made dozens of presentations, made thousands of phone calls, and written more than one million business e-mails.

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