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Awesome business communications strategies, tips, and resources provided by Ethan Chazin for entrepreneurs, start-ups, small biz owners and professionals
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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