How to Say Anything to Anyone: A Guide to Building Business Relationships That Really Work
Format: PDF / Kindle (mobi) / ePub
Take charge of your career by taking charge of your business relationships and communication skills.
We all know how it feels when our colleagues talk about us but not to us. It's frustrating, and it creates tension. When effective communication is missing in the workplace, employees feel like they're working in the dark. Leaders don't have crucial conversations; managers are frustrated when outcomes are not what they expect; and employees often don't get positive feedback or constructive feedback.
Many of us remain passive against poor communication habits and communication barriers, hoping that business communication will miraculously improve--but it won't. Business communication and relationships won't improve without skills and effort.
The people you work with can work with you, around you, or against you. How people work with you depends on the business relationships you cultivate. Do your colleagues trust you? Can they speak openly to you when projects and tasks go awry? Do you have effective communication skills?
Take charge of your career by eliminating communication barriers and taking charge of your business relationships. Make your work environment less tense and more productive by improving communication skills. Set relationship expectations, work with people how they like to work, and give positive feedback and constructive feedback.
In How to Say Anything to Anyone, you'll learn how to:
- ask for what you want at work
- improve communication skills
- strengthen all types of working relationships
- reduce the gossip and drama in your office
- tell people when you're frustrated and have difficult conversations in a way that resonates
- take action on your ideas and feelings
- get honest positive feedback and constructive feedback on your performance
Harley shares the real-life stories of people who have struggled to get what they want at work. With her clear and specific business communication roadmap in hand, Harley enables you to improve communication skills and create the career and business relationships you really want--and keep them.
what people think because, for the most part, they don’t tell us. Instead, they tell other people behind our backs. This is why we need to encourage people to be candid with us, even when it hurts to hear their feedback. Otherwise, we’ll operate under false assumptions and make unnecessary, careerkilling mistakes. Setting the Record Straight on Candor Candor is not bad news, and a candid organizational culture is not necessarily about saying hard things. Instead, candor is asking more 4 How
things we wish we hadn’t done. We miss deadlines, make mistakes, and disappoint people. Adults are not very different from kids about confessing to failings. We’ve all said, “It wasn’t me” or “I didn’t do it” way beyond the age of nine. We don’t want 102 How to Say Anything to Anyone to disappoint the people we work with. So sometimes when we get caught in a mistake, our gut reaction is to deny. And such denials always come back to bite us. Just fess up. If, in the moment, you get nervous and
experience. Become defensive and you’ll get less feedback. The Right Answer Is Always “Thank You” The right answer to any type of feedback is “Thank you.” Saying “Thank you” doesn’t mean that the other person is right or that you agree. It means you heard the feedback and appreciate the risk that person took in telling you. When receiving feedback, ask questions for more information and for clarification. Ask for examples if the feedback isn’t specific. Regardless of how hard the feedback is to
not replace scheduled one-on-one meetings. Every employee needs face time with his manager, whether he likes the manager or not. Short weekly or semi-monthly one-on-one meetings are ideal. Dealing with Difficult Situations 165 When it’s hard to get time with your manager, tell her you know how busy she is and that you need her input to get things done. You’ll also need permission to schedule meetings and to reschedule them when she cancels. Ask her assistant for help, if she has one. Her
needs to happen with every person working on the audit. It’s not a conversation for just the audit partner and the CFO to have. In the case of my client, neither the audit team nor their client had set expectations of who was responsible for what or how issues that arose during the audit would be addressed. Could the auditors working on-site with the client discuss issues that arose? Or could only partners have those conversations? Was the client clear about the consequences of not following