Workplace English Podcast - Workplace English Training E-Platform

Introduction Remember when passing on messages to clients, details are very important. It does no good to relay a message if you've forgotten the time of the appointment or can't remember the name of the person calling. Everyone makes mistakes and sooner or later most people forget a detail, but the most important thing is communicating this information clearly and accurately. When you're being given a message to pass on to someone, never be afraid to ask for clarification, repetition or anything else, particularly when dealing with detailed information. It's much more important to ask a few times and be sure it's right than to give out the wrong information. In this podcast lesson, you're going to listen to Beth relaying some messages to her company's clients. Beth works as a receptionist for a large garment manufacturer. Today is the first day back in the office after a one-week holiday, and several managers are still on vacation. They've instructed Beth to pass on messages to clients they know will be calling. Situation 1 In the first situation you're going to listen to Beth passing on a message to a client.

Introduction Accepting an invitation is easy. Refusing an invitation is more difficult. In business situations, it's particularly important to know how to refuse an invitation politely so you don't cause offence to the person who is inviting you. In this podcast lesson you're going to learn how to make, accept and refuse invitations in a business setting. Situation You're now going to listen to a short dialogue. Mary and David have just met each other at a business conference. During the conversation, Mary invites David to dinner.

Taking telephone messages well is a skill that saves time for both the caller and the receiver. If you need to take a message for someone, get as much information as possible. Always include: The date and time of the call. The full name of the person calling (ask for correct spelling). The company the caller is from. The phone number and time available for callback. The purpose of the call. Give enough information to the caller so they know what to expect, such as when the person they are trying to reach will return.

Most formal business meetings are chaired by an individual who structures the meeting and ensures that different roles are assigned to the participants in the meeting. The chairperson also manages the opening and closing remarks of the meeting, which are both essential to the outcome of the discussion. Chairing a meeting involves knowing how to make remarks and comments at the right times, getting the conversation back on track if any deviates, and making opening and closing remarks that emphasise the main points of the discussion. Usually, it is only formal business meetings which are chaired, which means that the chairperson's language also has to be more or less formal in nature. The language and usage of expressions depend on what kind of meeting is being chaired. Business meetings that are internal to a company can utilize more informal language, while meetings in which clients are present are usually more formally organised and conducted. In this podcast lesson, we will examine the usage of language expressions in six different aspects of chairing a business meeting.

Introduction Speculating means guessing. When we make a guess about something, we may have some additional information which helps us to guess more accurately and with some degree of certainty. On the other hand, we may not have this information and in such cases our guess will be more uncertain. Modal verbs allow us to speculate about past, present and future events. The modal verb you use depends upon how certain or uncertain you are. In this review we shall focus on speculating about present situations. When speculating, you should consider carefully the grammatical structures used. A review of the language focus page is recommended. In this podcast lesson we shall focus on speculating about present or current situations using modal verbs. Situation You're now going to listen to a conversation between Ben and Jenny. Ben wants to talk to Jenny about her job and her future in the company.

Whenever people work together, there is always a possibility of disagreement. It's usually fine to tell friends bluntly that you disagree with them. But in business, we have to be quite careful about how we disagree. It's not that we can't do it, but that we have to do it in ways that won't cause offence. We have to disagree indirectly. In this podcast lesson, we'll be reviewing the language used to disagree politely with someone.

Telephone selling forms a major part of many companies' sales strategy. Some people find the technique comes naturally but for others it is very difficult and they need to make a conscious effort to develop the necessary skills. In this podcast lesson we present you with two telephone dialogues showing the right way and the wrong way to handle this type of call.

In this podcast lesson, we'll be looking at some of the phrases you can use when you're saying goodbye to someone - either for a short time, or for a long time. In our example, Victor is from another country, and he's about to go back home. At a conference, he meets Sam and Lin. After completing all the listening and language exercises, you can download the podcast which includes the dialogues as well as detailed explanations of all the language points.

Introduction In this podcast lesson, we're going to look at how people talk about future events. We're also going to look at how to express future certainty, that is, to say how likely something will happen in the future. What is the difference in usage between the future simple ‘will' and ‘going to'? Many native English speakers would have problems answering this question in a grammatical sense, but they would automatically know how to use both future forms in conversation. In the lesson, we'll make clear the difference between them. Although seldom used by learners of English, native English speakers commonly use the present continuous tense to talk about the future. Seems strange to use a present tense for this purpose, but in certain contexts, it's the right thing to do. Three common verbs are also used to express the future: ‘plan,' ‘intend,' and ‘expect.' We'll show you how to use these verbs correctly in the right context. And finally, we'll show you how to talk about a future event in varying degrees of certainty. Situation Merta Motorparts, is going through a merger and, as a result, many changes are being planned in order to prepare the company for their new owners. Listen in as three employees from the Finance Department discuss some of the changes and how these changes will affect them. Notice the use of “will,” “going to,” and verbs such as “plan,” “expect” and “intend” to talk about the future. Notice also how the speakers speculate about the future, i.e. say how likely a future event will happen, using words such as “probably,” “likely,” “possibly,” etc.

Presentations are an important aspect of working in a business environment. Since they give you an opportunity to showcase your abilities and thoughts, they should be planned well and organized in such a way that your main points are highlighted constantly. One of the best ways to do this is to end your presentation effectively. Remember, audiences tend to remember best what they hear last! An effective conclusion can help your listeners to quickly recollect your main points, and also set the stage for a discussion on the topic you have covered. Here are some points to keep in mind for an effective conclusion to a presentation: Always provide a brief summary of your main points (no more than two to three sentences). Include recommendations for further research or exploration if possible. End by checking with your audience if they need clarifications, or if they have any comments or questions. Situation You are now going to listen to a conversation with three participants. Tara is a language trainer at a large company. She has just completed a presentation on issues which need to be addressed by the company's training department in the coming month. Alex and Rebecca are members of Tara's team who ask her for clarifications.

In planning a business event such as a conference, the type of language that we use commonly includes verbs which refer to the future. In this podcast, we will see how the future simple tense, ‘will,' ‘going to' and the present continuous tense can be used to refer to future actions. We will also look at examples of how modal verbs can be used in discussing business plans. During the course of planning a business conference or workshop, we often need more than one meeting to plan the event. In this podcast lesson, we will listen to extracts from two meetings, one to plan a business conference and the other to discuss and assign specific tasks.

Introduction Conflicts between people are always going to happen. This is true for family relations as well as for workplace relations. Fortunately, most conflicts can be resolved. Patience is needed; so is a willingness to listen. And, of course, using the right words is critical. The English language has more than a million words. With some effort, you can find the right ones Situation Listen now to an exchange between Joe, the manager, and his subordinate Sally. Joe has generally tried to avoid encounters with her. He believes she has a hot temper and he doesn't want to enflame it. This time, however, he has received a complaint from Rose, the project manager. And Joe must deal with the situation.

When a company moves to a new site it is known as ‘relocation'. This is a big decision, involving everyone connected with the company – staff, customers, suppliers and shareholders. It also affects the families, friends and communities of the people involved with the company. Once the research into possible locations has been completed, an organisation must decide which relocation option is the most suitable, inform staff and plan the next stages of the operation. After consulting staff about the options for relocation a final decision has to be taken and everyone informed. A number of things then have to be done to organise the relocation and for this an action plan has to be drawn up. In this podcast lesson you will practise expressing action points, summarising information and informing colleagues of plans. First listen to an extract from a business meeting about what has been decided about relocating the company to Bilton Oaks. Diana Riggs is chairing the meeting and the extract begins with her speaking. An action plan is also discussed, which involves assigning specific tasks to people.

We all deal with angry customers, and it's enough to drive people crazy. Angry and difficult customers are a major cause of workplace stress, and they take up huge amounts of your time and the resources of your organization. There are a lot of tricks and techniques you can use to deal with an angry customer. For now, let's focus on the most common mistake employees make when dealing with the difficult or angry customer. By avoiding this particular error, you can save yourself a lot of stress and time. The #1 Mistake When you are faced with an angry customer, you probably assume that the customer wants his or her "problem" fixed. That's a logical approach and it's at least partly true. Angry customers expect that you will be able to help them in some concrete way, by meeting their want or need. However, there's more to the story. Ever notice that with a really angry person, even if you can "fix" the problem, the person still acts in angry or nasty ways? Why is that? Well, actually angry customers want several things. Yes, they want the problem fixed, but they also want to BE HEARD, TO BE LISTENED TO, and to have their upset and emotional state recognized and acknowledged. What most employees do with angry customers is move immediately to solve the problem without giving that acknowledgment. Do you know what happens? The customer is so angry that he or she isn't prepared to work to solve the problem, doesn't listen, and gets in the way of solving the problem. So the number one error is moving to solve the problem before the customer is "ready", or calm enough to work with the employee. The result is the employee has to repeat things over and over (since the customer didn't hear), and has to ask the same questions over and over. And that's what drives people nuts. The Solution The solution is to follow this general rule: When faced with an angry customer, FIRST focus on acknowledging the feelings and upset of the customer. Once the customer starts to calm down as a result of having his or her feelings recognized, THEN move to solving the problem. You'll find that this will save you a lot of time and energy. Situation 1 Here's an example of a type of customer that is really feared. Now you'll recognise Mr Tiger all right. In our example he's turned up to the bank where Cathy works. As always, he's angry. He's been waiting about for nearly ten minutes. He may also have had a particularly bad day so far and wants any excuse to turn his anger on someone else. Let's see how Cathy deals with him.

Introduction You might think that ending a conversation is as simple as saying “Goodbye,” but it's a little more complex than that. It's also quite different from culture to culture. In western culture, we inform the person we are talking to gently by giving hints that we need to go or want the conversation to end. We try our best to avoid ending a conversation abruptly. Certain phrases are used to indicate that someone has to go or would like to end a conversation. To end a conversation politely is quite a difficult skill to master, actually! In this podcast lesson, we'll show you how to end a conversation politely according to western culture. Situation You're now going to hear a conversation between John and Naomi. They've just come out of a conference.

Introduction In this month's business speaking skills topic we're going to be looking a various ways of expressing likes, dislikes and preferences. It is very easy to simply say ‘I like' or ‘I don't like' something, but it is more difficult to state by what degree you like or dislike it. And, it's often not just a question of directly stating how you feel about something. In many situations you'll have to be careful about your tone – how direct or indirect your language is. Stating dislikes and preferences too directly can sometimes cause offence. You'll need to consider who you're speaking to and the context of the situation when choosing your words Situation Annie Dawson, a web designer at Booknet.com, an online book company, has been requested by her boss, Philip Telford, to create a website for the company's new line of books. Since the books are educational, as well as entertaining, Philip really wants a visually appealing website which can capture the feeling of the company's new line of books and, therefore, bring success to the new line. You're going to listen to Annie presenting her draft website designs to her boss, Philip, to get his feedback.

Introduction Showing a visitor around gives you a good chance to make a positive impression on your client. By welcoming a visitor warmly and talking to them clearly and politely about your firm, you can help to create a good business relationship between your company and your visitor's. In this lesson, we'll focus on how to make a visitor to your office feel welcome, and on language you can use to describe your building and your company. The use of correct tenses and the passive voice can be very important when showing a visitor around. Situation In this situation, you will find Kate, a manager at a design firm, talking to Tom, a client from an architectural company who is visiting her office. You will hear how Kate welcomes Tom and makes him feel comfortable. Then you will listen to how she shows him around the office and tells him about her company. She also listens carefully to his questions and uses different tenses while talking to him about different ways of working.

In this podcast lesson you're going to listen to an employment interview. Pay close attention to the questions asked by the interviewer – he uses a range of common interview question types. Situation Vivian Ren is a Human Resources Assistant Manager for a large international accounting company; she has been looking for a new position as she feels her current job isn't challenging enough after being in the position for over eight years. She has been asked to an interview by a large airlines company for the Head of the Human Resources.

In business meetings, you may often need to argue that something needs to be done, undone, changed, etc. And to be taken seriously, you'll need to clearly explain your argument in order for it to be accepted. You'll also need to know how to respond to questions and criticism, especially if you haven't made your case clearly and backed it up with facts, figures and logical reasoning.

When you meet clients at the workplace or talk to people at presentations, meetings and conferences, you may have to talk about your company. Apart from explaining how your company is organised, you should also be able to describe your company's operations. In this lesson, we will show you how to talk about your company, and how to answer questions about your company. Two of the most important language points when talking about your company are the correct usage of verb tenses and the passive voice. You will need to use a variety of verb tenses to talk about the past, present and future of your company. You'll also need to use the passive voice when talking about your company's organisation and structure. SITUATION 1 You will now listen to a brief presentation that George makes about his company which sells car accessories. George is making a presentation in which he needs to talk about his company. He is talking to a few representatives from a firm that is interested in doing business with his company, so it is important for George to make a good impression.

Introduction In a perfect world, we'd never have to talk about problems or need to face difficult situations. But as we all know, discussing problems and finding solutions to problems are both necessary to maintain good business relationships. We shouldn't avoid these situations but look at them as an opportunity to improve business communication with colleagues and customers. We cannot always say “yes” to a difficult request from a client or a colleague. Sometimes, it may not be possible to grant a request. At other times, a compromise may be reached. In such situations, the language and tone you use are important. You don't want to offend or upset the person making the request. In this podcast lesson, we'll use a telephone dialogue to illustrate how to deal with difficult requests without causing offence. Situation Wynn Newberry works for a Marketwatch Magazine, a fashion and style magazine that is holding a public event the launch of a new bar. He wants to print 10,000 publicity flyers to hand out at an upcoming event and as time is limited, he needs the flyers quickly. He calls Sara, his printer.

Introduction In this month's podcast lesson we're looking at a typical conversation you might have with someone you've only just met in a business situation – at a conference for example. What sort of things can you talk about – and what topics should be avoided? Situation In the following situation, David and Jenny are attending a business conference in Sydney, Australia. David is an Australian, while Jenny is from England. Let's look at how David and Jenny get acquainted.

Many of you will be working for international companies where you come into daily contact with foreigners. Whether you're working face-to-face with a foreign colleague in your office, or just bump into a foreigner you know in your company canteen, a corridor, a lift or when you are arriving or leaving work, you'll need to make some conversation. You don't always need to talk about work, although this is what you have in common and it is easier to talk about things that you both know about. Social conversations are important when you want to build better relationships with people and when you want to develop closer friendships. If you want to become more than just work colleagues, you'll need to talk about things other than work! Situation You're now going to listen to two dialogues. In the first dialogue, Barbara Powers and Lee Lu, colleagues in Parma, a large multinational banking company, meet for the first time. Lee has recently been transferred to the Beijing office where Barbara is a manager.

Small talk may be used to fill silences or get to know someone you've just been introduced to. In this podcast lesson, we're going to look at how to switch the topic of conversation when you want to move on from small talk to a business-related issue. You will now listen to a conversation between Jill, a managing editor in an e-learning firm, and Michael, an associate in the company. As you hear the dialogue, try to identify at least three topics that Jill and Michael talk about that are not related to business.

In this podcast lesson we're looking at a more formal meeting – and in particular at the role of the chairperson – or the person who runs the meeting. Our Chairperson is SIMON. Let's look at how he starts things off. Has everybody got a copy of the agenda? Would you mind taking minutes John? Not at all. Good. Well then, let's get started. SIMON first makes sure everyone has an agenda – or a list of the items to be discussed at the meeting. Then he asks someone to take minutes – or keep a record of the meeting. Then he announces the start of the meeting – he officially begins it. Let's practise some useful phrases for these three purposes.

Introduction Empathy is the ability to understand how someone else feels by imagining yourself in their position. The ability to show empathy is a very important social skill in making and maintaining friendships. In business, too, it's important to be able to show empathy with customers, clients and even co-workers, particularly when dealing with disputes, complaints and other negative situations. You're much more likely to be able to resolve a problem with someone if you show them that you understand their position or how they feel. Some people are naturally empathetic; others have to actively work on developing the skill. There are a number of useful techniques for showing empathy which we'll look at in this podcast lesson. Situation 1 In the following situation, Mary discusses a problem with her colleague, John.

Introduction We are often askedto give our opinion on various things at work. We also often ask for the opinion of colleagues and superiors. Asking for and giving opinions is an important part of English, so it's a good idea to familiarise yourself with the language you will need to do this. You'll also need to know how to respond when someone gives you their opinion. You can either agree or disagree, and within this you can choose to agree or disagree strongly or mildly. Subtle changes to the language you use will allow you to find the right level of agreement or disagreement.In this podcast lesson, we'll show you how to express an opinion and show agreement and disagreement through three short dialogues. Situations You're now going to listen to three short dialogues. In each dialogue, you'll hear people expressing their opinions and being asked about their opinions.

Introduction We all make mistakes and learning how to correct them is an important part of doing business. But what about when other people make mistakes? It's a good idea to learn how to criticize in a professional manner without causing offence, especially if you're talking to an employee. There are ways of telling someone they didn't do their work as completely, correctly or accurately as they might have. In this podcast lesson we'll focus on some techniques you can use to criticise in a way that won't cause offence. We'll also introduce you to some useful phrases to help you achieve this. Situation You're now going to listen to a short dialogue. You'll hear Mr Brown talking to Sandra, one of his employees, about some work she has done recently.

Introduction When you speak on the telephone to customers, your voice represents your company to the caller. Without the benefit of using body language (handshakes, smiles, nodding your head, etc.), your tone of voice and customer service techniques are all you have to gain customer confidence. You should always try to adopt a polite, friendly, helpful, efficient and professional tone when speaking on the telephone to customers. Using standard telephone expressions will make you sound polite and professional. Listening and taking the time to understand your customers will make you sound helpful and efficient. Situation 1 DVD retailer, Music Box Ltd, have just received this letter of complaint from Albert Hui, one of their corporate customers. Read through the letter and consider how you would handle the complaint.

Introduction Small talk is important because it helps to break the ice. Learn to engage in small talk at job interviews, sales meetings, or other business meetings and encounters. If it doesn't come naturally to you, take a few minutes beforehand to think of a few topics. You can always talk about the weather! You can ask about a friend, colleague or acquaintance you both know. You can ask someone how long they have lived in the area. Just find something to talk about other than business. In this podcast lesson, we'll listen in on two social/business encounters. The language in both is quite informal as you might expect in these situations. Situation 1 You're now going to hear a conversation between Mark and his boss, Ms Davis. Mark is late for work again and his boss isn't happy with him. Mark is able to use small talk and a bit of humour to soften a difficult situation.

Introduction We've become creatures of telephone habits. Having made and received thousands of telephone calls in our lifetimes, it is easy to assume that we have reasonable telephone skills. Most people do not even think there are any special challenges of telephone communication.When all parts of the communications process work effectively together, telephone communication is clear and useful. Sometimes, however, even a well-practiced communication process can go wrong. Problems can occur in any of the following four parts of sending a message: Trouble sending: The sender doesn't speak clearly, speaks in a heavy accent or speaks too quickly. What happens to the message? Will it be received? Trouble with the message content: The message is confusing, disorganized or irrational. Is it likely that the receiver will understand what is being communicated? Trouble with the channel: There is background noise or a bad line. Will the message be transmitted effectively? Will it be received? Trouble with the receiver: The receiver is not listening closely, has fallen asleep or is distracted. Will the message be understood? In this podcast lesson, we're going to focus on trouble with the message content, that is, the message is unclear and needs clarifying. Situation You're now going to listen to Beatrice from Sterling Associates answer a call from Bill Rock, a colleague working in an overseas office of the company.

Introduction Introducing yourself to a stranger for the first time can be difficult for some people. For outgoing people, starting a conversation with someone they have never met is usually easy. On the other hand, most people find it hard. When you introduce yourself to someone at work for the first time, you have an advantage. You both work for the same company. You have something in common: something to talk about! And you've probably already seen each other around the place before. There are a number of ways of making a self introduction. It usually needs to be on a case by case basis; however, here's some basic advice to get someone's attention and finally make an acquaintance. • The direct approach works for most people who have the confidence to do so. Simply go up to the person whom you want to introduce yourself to. Say “hello,” offer a handshake and tell them your name. If, however, it is a group you are approaching, politely ask if you can join them. • Giving a compliment is also a good tactic. Remember to give a compliment that you really mean. Sincerity is the key here. You can start the conversation with a statement like, “I like your shirt” or “You have a nice watch”. The other party can reply with a, “Thank you”. From that point, be prepared to talk about the object you are complimenting on to prove that you really admire it. After a minute or two, or when appropriate, start introducing yourself. • Make a comment to someone about the situation you're in or the environment. Once they've responded, introduce yourself. • If the person you want to introduce yourself to is speaking to someone you already know, then take it as a chance to get acquainted. Walk towards them and say hello to your friend or the person you knew. An introduction can then follow naturally. • If you want to introduce yourself to a person you only know by name, you can start a conversation by confirming their name - “Mr Reynolds?” Once you get their attention, continue by stating how you know about them and then introduce yourself. With the right introduction, a good attitude, and confidence, you can find yourself creating a good impression and friendly relationships. Situation 1 Peter Harvey and Sarah Rogers, who both work for the same multinational company in London, meet for the first time in the staff restaurant. Let's hear how Peter first makes contact and then introduces himself to Sarah.

In this podcast lesson, we’re going to look at how to respond to telephone enquiries, and how to handle requests from callers. To respond properly to enquiries, you should be able to answer the caller’s questions and give them the information they are looking for. To handle requests, you should be able to tell the caller what you will do to fulfill their request, and when you will do it. We will also look at what you can say when you are unable to help callers fulfill their requests. To handle enquiries or deal with requests in a polite and efficient manner, it’s a good idea to become familiar with some common functional expressions. We’ll introduce you to some of these expressions in the lesson. Situation 1 Anna is a sales executive at a showroom which sells cameras. Let’s listen to how she handles a telephone call from Daniel, a caller who has an enquiry and a request.

This podcast is from the beginning and end of a meeting held to discuss some urgent building work at a factory. It’s going to be run in a more formal style with firm direction from the chairperson because it involves making a decision about an expensive investment. Other types of meetings that benefit from having someone to lead the discussion are Teleconferences – having a chairperson can help make sure people speak in turn rather than all at once!

In this podcast we’re looking at negotiating. A negotiation is a discussion that should result in an agreement or business contract. The discussion is usually between two parties - or organisations - trying to reach an agreement satisfactory to both. Here we'll just look at some of the general skills needed when negotiating and some of the key language used.

Meeting new people is an important part of working in a business environment. The contacts we make on an everyday basis help us to expand our knowledge about our business and create a network of people who we can turn to for help or advice with our work-related concerns. You are now going to listen to a dialogue between two people from different companies who meet for the first time at a business conference. Note how they talk about their companies and the roles they play at their places of work. Sally is a senior manager with an e-publishing company and Josh is a project manager with a similar company. Josh has just given a presentation on the latest venture that his company is going to be involved in. Sally approaches him during a coffee break.

Introduction Small talk is essential in business. Whether you’re speaking to a colleague, a client or a customer, a little social chat will help to strengthen the relationship you have with them. Small talk doesn’t need to be limited to informal situations such as over lunch or dinner. It is most effectively used when meeting someone for the first time, before and after formal meetings and even at the start of business telephone conversations. In these situations, the main purpose of the small talk is to break the ice and help create a more relaxed atmosphere. In this podcast lesson, you’re going to hear a rather informal conversation between colleagues. The conversation never gets too informal, like it would between close friends; however, the language used is quite colloquial at times. Later on, we’ll look at some of the more informal language and show you how to use it in different contexts. Situation Richard Bent and Cristine Keen are work colleagues. They are having lunch near their office and are discussing the situation related to the new accountant in their department.

Introduction When you call a customer on the telephone to makes a sales pitch, you are essentially cold calling, and the customer is not likely to know what your call is about until you explain why you are calling. It is important to explain and ask for the customer’s permission to continue with your pitch, but also to present the information in such a way that the customer agrees to hear you out. In this podcast lesson, we will look at a few ways to present your sales pitch in a manner that will help you to keep the customer’s attention and get a positive response. Remember that the key to a successful sales pitch is to be persuasive in a way that does not sound aggressive. To do this, you should ensure that your tone is pleasant and conversational, but also informative. Asking relevant questions and paying attention to what the customer says can help you while making your sales pitch. Situation You’re now going to listen to a dialogue between Michael, a customer service executive at an electronics store, and Sarah, a customer who has purchased a computer from the store. Michael is calling Sarah to pitch a new offer for an extended warranty on her purchase.

Internal disputes may arise in your workplace when two people are hostile toward each other’s opinions, or if they cannot work out a disagreement. When handling a serious disagreement between two people, you should ensure that you listen to each person’s point of view, and try to arrive at a consensus that will be agreeable to both of them. You can do this by using sympathetic language that shows them both that you are respectful of their points of view. Try to find a consensus of opinion that is agreeable to both parties, and which shows them how to work out a compromise. Stress the fact that it is important to work out the dispute in a harmonious way so that their work does not suffer. SITUATION 1 You will now listen to a conversation in which James, a vice-president at an investment consultancy, tries to work out a dispute between Jack and Eliza, two project managers.

Introduction There are a number of ways in which cold calls can be effective. One is for the selling organization to start with a high quality, up-to-date database consisting of qualified potential clients that have an interest in the product being sold. Another is to use cold calls as a "step in the door". Rather than using the call to try to close a sale, it is used as the initial contact in a long-term relationship. This has the effect of removing the sales pressure from calls and making the goal of the call to build trust. Situation Salesman Kyle Brant calls two different companies for the first time to try to set up a sales meeting. Notice how he introduces himself. Notice also how he find his “way in,” his connection to make what he’s selling more appealing to the potential customer.

Discussing someone’s performance refers to analysing their strengths and weaknesses. Managers often have to discuss the performance of those in their team. This is usually because a manager’s appraisal goes on an employee’s record and also helps to identify if an employee is ready for a promotion. When discussing someone’s performance, remember to keep the conversation professional. Focus on the person’s work-related skills, and not on his or her personal details or habits. Give reasons and examples to support your opinions, so that others know that you are not biased. You may also have to discuss someone’s performance face-to-face with that person. In such a situation, you need to be a little more tactful and polite when talking about their skills, especially their weaknesses and the areas in which they need to improve. Even if you have something negative to say, you can put it across in positive terms. The second dialogue in today’s lesson will show you how you can do that. Situation 1 You will now listen to a conversation between two managers, Jennifer and Andrew, who are discussing the performance of their team members Carolyn and Ling. They need to make a decision on which one to promote.

A meeting to discuss a business proposal is usually an integral part of creating a business plan. While it is common for the proposal to be written by one person, it is also common for team members or prospective clients to be available during such meetings to give their opinions and input on what they feel should be changed or included. The person who has written the proposal should be prepared to answer questions on the content and should be open to the revisions that may be necessary. The functional language involved in such a discussion focuses around two key areas. Firstly, we often find the conditional tense being used in such discussions, since the proposal has not been accepted yet. Secondly, auxiliary and modal verbs (also known as helping verbs) are commonly used along with words and phrases indicating personal opinions and suggestions as the speakers speculate about the future. An unsolicited proposal is one that is created by a small company or charitable organization that wants to collaborate with a larger firm to increase the scale of its activities, and that approaches larger firms independently with its proposed course of business. In this dialogue, you will hear a conversation that two members of a non-governmental organization (NGO) have with a prospective charitable donor. Joyce has written the proposal and is discussing the details with her colleague, Nicholas, and the prospective donor, Michelle. Before moving on to the listening exercise, read the outline of the proposal below.

Giving a verbal report is often an urgent task that comes up when your manager cannot wait for a written report. A verbal report may need to be prepared quickly since it is usually related to issues that are urgent and need to be resolved as soon as possible. In a verbal report, keep in mind that the results or findings are usually presented first, and suggestions and recommendations are given later. A verbal report is less formal than a presentation, and the listener may often interrupt you to ask for clarifications or for your opinion or suggestions. A verbal report is usually a combination of a mini-presentation and a question and answer session. You should be sure of your facts and be prepared to answer questions clearly and informatively. You should also be able to offer solutions and recommendations for the issue you’re reporting on. Situation 1 You will now listen to a dialogue between Jason, a supervising executive at an engineering site, and his manager Liz. Liz has asked Jason to give her a verbal report on a complaint made by a client.

Making successful negotiations is an important part of working in a professional context. It is important to remember that you should define your position clearly before you enter a negotiation. In order to define your position, you need to be sure about the following aspects of your position: What you are negotiating for, or what you want; What compromises you are willing to make; What you are willing to lose; and What your bottom line is, that is, the least that you are willing to negotiate for. Remember, a successful negotiation is usually one that starts well. So the initial discussions are critical in terms of how you and your business associates create favorable impressions of each other. In this podcast lesson, you’re going to listen to two dialogues. In the first dialogue the participants set the scene for the negotiation by both sides outlining their positions. In the second dialogue, the participants clarify each other positions. At no point during these two initial stages does any actual negotiation occur.

Introduction In this podcast lesson, we’re going to listen in on a business meeting where colleagues are making plans for the future. We’re going to focus on three main areas of language in this lesson. First, we show you how to ask for and give opinions and we’ll point out the difference between opinions and suggestions, which are often confused. Second, we’ll show you how to make simple suggestions using common functional expressions. And finally, we’ll show you how to make plans using the future simple tense ‘will’ and ‘going to.’ ‘Will’ and ‘going to’ are also often confused. They have similar, yet slightly different uses. We’ll make the differences between these two future forms clear. Situation 1 You're now going to listen to two colleagues, Liz and Sam, having a short business meeting. They are meeting to discuss the details of a new company newsletter. Here they discuss the aim of the newsletter and possible content.

There is a time and a place to talk about employee attitude and performance. Often this is done in an informal situation, sometimes when a manager is new or is taking over a team of new employees. There are many ways of discussing employees and how they are performing. Let’s listen in as Darlene, the department manager, and her assistant, Richard, discuss a number of employees.

Internal conflicts can arise in the workplace about commonplace issues when employees feel that their expectations are not being met. There may be many reasons for an employee feeling dissatisfied or unhappy, and if such issues are not resolved, they can create a bad atmosphere in the workplace. Communication is an important aspect of expressing and identifying needs, and of resolving them before they grow into larger problems. Clear communication regarding conflict in the workplace is a two-way process in which both parties express their concerns and pay attention to each other’s points of view to ensure that they communicate efficiently. The key to effective communication in the resolution of conflicts in the workplace is to keep emotions out of the zone of communication as far as possible, and to focus on the practical aspects of the conflict in order to resolve it successfully. It’s always important to consider the point of view of the other party and to ensure that you communicate to the other person that you are able to appreciate their point of view on the situation. Keep in mind also that conflict can often be resolved in informal situations such as a conversation during a coffee break, and not necessarily during a meeting. In this lesson, we will focus on three key areas of conflict resolution: empathizing with the other person’s concerns, clarifying their position, and making practical suggestions to work out the problem. You will now listen to a dialogue between Jack and his manager Anna, who are making small talk before a business meeting. During the course of the conversation, Jack asks Anna about the status of his application for a transfer to a different city.

Although it’s not the same in all business cultures, standing up for yourself, or being assertive, is an important communication skill in Western business culture. You’re more likely to get respect from your colleagues and superiors if you stand up for what you believe in, especially if you can back up your argument or request with real facts and figures. Being overly assertive or inflexible can cause problems, however, so learning how to achieve a balance is important. Each situation you encounter needs careful thought and planning. Don’t rush into situations where you could weaken your relationship with others or weaken your position within the company. The following two dialogues demonstrate how standing your ground can work—and how it can sometimes backfire. SITUATION 1 Conflicts at work can occur for many different reasons. Sometimes, more senior members of staff expect newer members of staff to treat them with respect, even when the newer members may be more talented or skilled than they are. This is the basic theme of the first dialogue. Let’s now listen in as Nancy, a senior stock trader, talks to Jason, a recently-employed junior trader. It seems that Nancy and her colleagues are not very happy with Jason’s attitude towards them.

Introduction Most of us find it difficult to say ‘no’ when someone asks us for a favour, don’t we? It’s difficult to say ‘no’ when you know someone needs your help. It becomes even more difficult to say ‘no’ in the workplace, because you don’t want to offend anyone. However, it’s possible to refuse to do something in a polite and nice way that does not annoy anyone, hurt their feelings or cause offence. In this lesson, we will look at how to say ‘no’ in the workplace in a way that ensures that the other person can see your point of view. You can do this by speaking factually, firmly and using a calm and polite tone. Situation 1 You will now listen to two versions of a conversation between Jim and his boss. In the first version, Jim is not able to say ‘no’, and ends up having to do the favour and also make his boss feel that he is doing it unwillingly.

When you think about it, so much of business involves influencing others. Sometimes, the influence effort is effort-less. On other occasions, though, you will encounter objections. In this podcast, you will hear techniques that work, that help you get your message across. They will make your job of persuading others easier. Basically, when presenting an argument the recommendations are: 1. Remain professional at all times. 2. Restate the comment. 3. Convert the objection to a question, if possible. 4. Turn the objection around. 5. Cite research. 6. Anticipate objections. 7. Involve others. In the two situations that we’re going to look at, we’ll see how these recommendations are put into action.

When you’re given verbal instructions, it’s essential that you clarify anything you don’t understand or are unclear about. Even if you feel you’ve understood everything correctly, it’s a good idea to repeat back the instructions to whoever gave them to you to ensure that you haven’t misunderstood or missed anything. This will help to minimize any errors you might make whilst you are carrying out the instructions. In this podcast lesson, you’re going to listen to two dialogues. In the first dialogue the instructions given are quite brief and straightforward. In this case, the listener waits until all the instructions have been given before making any clarifications. In the second dialogue, the instructions are longer and more detailed. In this dialogue, the listener clarifies the instructions at appropriate points while they are being given. When listening to the dialogues, make a note of some of the common expressions used to clarify and confirm the instructions.