Business Communications Class Week 6 Ethan Chazin

CAB CAB 0002/010002/01

BizCommsBizCommsWeeks 8-9Weeks 8-9

• Taking & leaving messages on the telephone• Asking for repetition• Scheduling appointments• Handling complaints• Problem-solving• Making concessions• Resolving conflicts

Week 8-9 Class Agenda

Taking & Leaving Taking & Leaving Voice MessagesVoice Messages

• At the beginning state your name, date, time and telephone number.

• Speak slowly and be as clear as you can.• At the end re-state your name and telephone

number.• Send email follow up as needed – based on the

importance of the call.

Voicemail Message Nirvana

• Ask when the person you are trying to reach will be back.

• State your name, phone/cell phone number, the person that referred you to the person you are trying to reach (if applicable) and the reason for your call.

• Ask them to repeat your information back to you.

• Don’t be condescending.• Thank them and be sure to get their name.• Do the same if you are taking a message for

someone else. Use clarifying questions.

Leaving Messages With Someone

Gain clarity by asking Gain clarity by asking for repetitionfor repetition

• “Can you please repeat that, so I can make sure I captured your information correctly?”

• “To confirm, we agreed to meet on…”• “I’d like to repeat that to make sure I captured

your information correctly…”• “I’m sorry I couldn’t hear you. Can you please

repeat that?”

Gain Clarity. Request Repetition

Scheduling Scheduling AppointmentsAppointments

• Maintain ONE master calendar – multiple calendars lead to confusion.

• Keep a 3-4 month calendar at work and your home office.

• Avoid over-booking.• Give yourself time to travel to/from meetings

and time to have POOST-meeting de-briefs.• Send reminders 1-2 days before highlighting

the logistical details.• Send agendas.• Agree in advance who will be contacting whom.

Scheduling Appointments

• S• X• X• X• X• X

Br

Handling ComplaintsHandling Complaints

• Never interrupt someone: let them finish.• Take all of the necessary information.• Empathy goes a LOOOOONG way.• Set (manage) reasonable expectations.• Commit to a plan to resolve and report back to

them.• Keep in touch, and ALWAYS deliver on your

promises.• DON’T internalize their emotions. Stay clam and

neutral but NOT cold.

Handling Complaints

Creative Problem Creative Problem SolvingSolving

That’s How It’s That’s How It’s ALWAYSALWAYS Been Done Been Done

DO IT ApproachDO IT Approach

DD Define the problemDefine the problem

OO Open your mind & apply creative Open your mind & apply creative

techniquestechniques

II Identify the SolutionIdentify the Solution

TT Transform: implement the solution Transform: implement the solution

using an action planusing an action plan

Task OwnerContribu

torsStart End

Contin-gencies

Status

1. Find new work space for staff

Carol Jackson

Feb. 1 April 1Available capacity

Open

1a: Explore space in Main building

Misty Beasley; Melissa Benca; Diana Nash; Paul Grayson; Emmalyn Yamrick; Rosemary Ampuero

Feb. 1 Feb. 15Available capacity

1b

BrainstormingBrainstorming

BrainwritingBrainwriting

The Disney Creative The Disney Creative StrategyStrategy

DreamerDreamer RealistRealist CriticCritic

Go through all 3 Go through all 3 stagesstages

StarburstingStarbursting

StarburstingStarbursting

IDEA / IssueChallenge

WHO

WHAT

HOW

WHERE

WHEN

WHY

Metaphorical Metaphorical ThinkingThinking

StudentStudent

ServicesServicesHealthHealthWellnessWellnessCareersCareers

AdvisementAdvisementHousingHousingMajor/Major/minorminor

ProvocationProvocation

Attribute ListingAttribute Listing

Student Development

CareerServices

Counseling ResidenceLife

Leadership Internships Crisis Intervention Student Housing

Coaching & Mentoring

Self-Assessments Academic Advising

Roommate Matching

Employer Matching

Reframing MatrixReframing Matrix

4 4 PerspectivePerspective Approach! Approach!

• Product/Service Perspective: Is something WRONG with the product?• Planning Perspective: Are our business plans faulty?• Potential Perspective: If we increase our workload, projects, service offerings, how would we achieve this?• People Perspective: Do we have the right people in the right jobs?

Problem Problem PerspectivePerspective:

X X

Planning Planning PerspectivePerspective:

X X

Potential Potential PerspectivePerspective:

X X

PeoplePeoplePerspective:Perspective:

X X

Problem Being AddressedProblem Being Addressed

Seeking InspirationSeeking Inspiration

Seek Help OnlineSeek Help Online

Making ConcessionsMaking Concessions

• Avoid making the first concession whenever possible.

• Label your concessions, so everyone understands what you are offering.

• Demand and define reciprocity.• Make contingent concessions (Plan B, C, etc.)• Make your concessions in installments, not ALL

AT ONCE.• Take classes on negotiations.

Making Concessions

““In life you don’t get In life you don’t get what you deserve; what you deserve; you get what you you get what you

negotiate.”negotiate.”

Resolving ConflictResolving Conflict

• Address issues early and directly with the parties involved.

• Lock onto common interests to get to a positive place where both parties are in agreement.

• Focus on the issues, not the person (emotions.)• Understand the other parties’ position(s.)• Never back the other party/both parties into a

corner.• Focus on the present/future leave the past.• Power differences affect conflict resolution.

• Address psychological concerns and the need to “save face.”

Conflict Resolution

RESOURCESRESOURCES

Resources

Resources

Resources

Resources