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Tells how to commmunicate with a difficult boss, covers raises, motivation, career image, presentations, and teamwork, and suggests guidelines for running meetings.

Tabla de contenidos provista por Syndetics

• How to Use This Guidebook(p. v)
• Part 1 What to Say to the People You Work for
• Chapter 1 How to Communicate with a Difficult Boss(p. 3)
• Quiz 1. How Well Do You Handle a Difficult Boss?(p. 3)
• How to Talk to the Boss Who's Making You Miserable(p. 5)
• What to Say When Your Boss Is Too Bossy(p. 6)
• Muzzling the boss who barks nonstop orders
• When your boss suddenly starts throwing his weight around
• Slowing down the boss who wants something yesterday
• When your boss is grinding you into the ground
• What to Say When Your Boss Demands Perfection(p. 10)
• How to get your boss to delegate
• Telling your boss to get off your back nicely
• Reasoning with the overcritical boss who used to have your job
• When the boss does your job by instructing your staff
• What to Say When Your Boss Gets Temperamental(p. 15)
• Approaching the boss who has it all figured out
• Guiding the pompous, inept boss
• When the boss throws temper tantrums
• When your boss's indifference creates a leadership vacuum
• Chapter 2 The Three Principles of Complaining to Achieve Your Aim(p. 21)
• Quiz 2. Do Your Complaints Get Results?(p. 21)
• How Griping Can Result in Positive Changes(p. 24)
• Think Before You Speak(p. 24)
• Be prepared with the facts
• Ask your boss to determine priorities
• Keep your optimism in bounds
• Disagree Professionally(p. 28)
• How to stick your neck out without getting it chopped off
• When your erring boss demands blind obedience
• How to push the boss who procrastinates
• How to press the boss to explain mixed messages
• When you can't talk to your boss about your problem
• Use Tact to Get What You Want(p. 34)
• Don't issue an ultimatum unless you're willing to wave goodbye
• How to get recognition for the work you do
• Your strategy is a tradeoff, a win/win negotiation
• Learn the score without waiting for your evaluation
• Chapter 3 Preparing for Presentations That Will Win Points with Your Boss(p. 39)
• Quiz 3. Are Your Presentations Well Received?(p. 39)
• How to Speak to and For the Top Brass(p. 41)
• Introducing Your Boss or Another Speaker(p. 41)
• Three easy steps to introductions
• How to be gracious without overselling
• Essential Factors in Planning Presentations(p. 44)
• How to blend your purpose with audience appeal
• Building around the four main parts
• Enhancing your individual style
• Substituting a conversation for a speech
• How to be selective in using visuals
• Delivering Your Speech with Poise(p. 49)
• How to control your nervousness
• Incorporating your natural body language
• Adjusting the seating, lectern, microphone, and timing
• How to respond to hecklers
• Chapter 4 Four Strategies That Favorably Shape the Boss's Perception of You(p. 55)
• Quiz 4. Are You Impressing the Boss?(p. 55)
• How to Say What the Boss Wants to Hear(p. 57)
• Create the Illusion of Success(p. 57)
• Improving everyday speech as part of your total package
• Letting body language tell what you're not saying
• Sounding animated draws your boss to you
• Maintain Visibility to the Boss(p. 60)
• Getting noticed by speaking at meetings
• Getting noticed by volunteering
• Getting noticed by talking through company channels
• Getting noticed by promoting yourself
• Present a Positive Attitude(p. 64)
• Stay professional--don't discuss personal problems
• What to say when you are having a really bad day
• Taking credit and taking blame
• What to say when it's not your fault
• What to say when it's your boss's fault
• What to say when you can't keep your promise
• Speaking graciously even under pressure
• Accepting the boss's criticism with appreciation
• Sell Your Ideas(p. 69)
• Relating your proposal to company goals
• How to submit your plant without an invitation
• Giving more clout to your suggestion
• Planting the seed in your boss's mind
• Chapter 5 Setting the Stage to Ask for a Raise(p. 75)
• Quiz 5. Are You Prepared to Ask for an Increase?(p. 75)
• How to Lay the Groundwork Before Asking for a Raise(p. 77)
• Attaining a Good Reputation(p. 77)
• Informing the boss that your work is consistently good
• Getting unsolicited commendations
• Volunteering before you're asked shows you're a team player
• Using Office Politics(p. 80)
• Mending fences before it's too late
• How to use gossip for your advantage
• Listening and speaking up when needed
• Helping your mentor sound better
• Sharing resources and solutions with your personal network
• Proclaiming yourself a more fitting title
• Meshing Your Goals with Company Goals(p. 85)
• Matching the boss's style when presenting your case
• Acknowledging the boss's priorities
• Preparing your pitch
• Delivering your request for a raise
• Extracting valuable lessons from the boss's comments
• Part 2 What to Say to the People You Work With
• Chapter 6 Sending the Right Message to Vexing Colleagues(p. 93)
• Quiz 6. How Well Do You Answer Colleagues Who Provoke You?(p. 93)
• How to Confront the Affronters(p. 96)
• Bullish Responses to bullies(p. 96)
• How to verbally counterpunch your intimidators
• Answering co-workers who block your ideas
• How to needle the needlers and still look good
• When you're the only one they tease
• When someone gives you a left-handed compliment
• Trusty Put-downs When You Are Being Used(p. 101)
• When colleagues take advantage of you
• When your "friends" pump you for information
• When you are left holding the bag
• When a peer's friendship is phony
• When the collection plate comes around again
• Pointed Queries for the Know-It-Alls(p. 106)
• How to pry needed information from the clam
• How to silence misleading mavins
• How to quell a rumor
• Chapter 7 Speaking Up and Speaking Out(p. 111)
• Quiz 7. How Well Are You Speaking Up to Your Peers?(p. 111)
• How to Release the Words That Are Stuck in Your Throat(p. 113)
• Say Yes or No!--Go One Way or the Other(p. 114)
• How to say no without feeling guilty
• When you want to refuse an office party invitation
• Retorts to requests masked by flattery
• Using the "no" sandwich
• A pep talk to overcome indecision
• When and How to Interrupt an Interruption(p. 119)
• How to muzzle gabbers
• Cutting prolonged phone calls short
• Hang up--don't hang on
• An exit line for coffee klatschers
• How to Ask for Help Without Looking Helpless(p. 122)
• Getting assistance when you're new
• How to accept help when it's offered
• Obtaining support when your promotion is stalled
• Chapter 8 Four Guidelines for Criticizing Your Peers(p. 127)
• Quiz 8. How Skillfully Do You Criticize Your Peers?(p. 127)
• How to Voice Disapproval to Improve the Situation(p. 128)
• Blame the Method, Not the Motive(p. 129)
• What to say to a peer who is undermining you
• What to say when your cohort fouls up
• How to untangle problems without unravelling people
• Level Specific Charges(p. 132)
• When co-workers criticize you behind your back
• Correcting actions, not criticizing attitudes
• How to dispel an undercurrent of tension
• Speak Gently--Let Others Keep Their Dignity(p. 135)
• Correcting colleagues without saying they're wrong
• Being up front with your peers
• How to take the sting out of your criticism
• Offer Assistance and Skip the Divine Guidance(p. 138)
• How to help a colleague who's made a mistake
• Offering assistance early on
• Keeping quiet about a peer's past mistakes
• Chapter 9 Persuasion Strategies to Use When You Have No Authority(p. 143)
• Quiz 9. How Persuasive Are You with Your Peers?(p. 143)
• How to Convince Your Colleagues to Follow Your Lead(p. 145)
• Persuasion Strategy 1 Says Things That Make Your Peers Feel Important(p. 146)
• Call colleagues by their correct names
• Express personal interest in them
• Applaud little successes
• Persuasion Strategy 2 Inspire the Desire to Do it Your Way(p. 149)
• Entice others to buy into your plan
• Talk about your colleagues' wants
• What would you say if you were the other person
• Make it sound like fun to follow you
• Persuasion Strategy 3 How to Get Them to Trust You(p. 154)
• Project self-assurance you don't yet feel
• Come across as poised when others lose control
• Let them know you're a team player
• Persuasion Strategy 4 Sharpen Your Listening Skills(p. 157)
• 1. Keep eye contact
• 2. Stroke the speaker
• 3. Concentrate without interrupting
• 4. Listen for the main thought
• 5. Connect what is being said to your own interests
• 6. Use the extra time--you think faster than the speaker speaks
• 7. Tune in to what isn't said
• Chapter 10 How to Capture the Attention of Your Peers(p. 161)
• Quiz 10. Do You Have Your Peers' Attention?(p. 161)
• How to Snag Attention when Speaking to Colleagues(p. 163)
• Four Techniques to Capture Attention in Conversations(p. 164)
• 1. Get right to the point
• 2. Grab immediate attention
• 3. Store up engrossing items to relate or compare
• 4. Ask questions that zero in on the issues
• Five Techniques to Capture Attention at Meetings(p. 168)
• 1. Participate in smaller groups as preparation
• 2. Speak calmly--don't reveal your anger or annoyance
• 3. Target the discussions when the chairperson fails to
• 4. "Formalize" informal reports
• 5. Dramatize your presentation to spark interest
• Five Techniques to Capture Attention on the Telephone(p. 172)
• 1. Assure good reception--don't be a telephone pest
• 2. Strategize before you dial
• 3. Call back even if you don't have the answer
• 4. Hang up gracefully--don't prolong the call
• 5. Use the phone when you haven't time to write
• Four Techniques to Capture Attention with your Voice(p. 176)
• 1. Practice daily voice drills
• 2. Scrutinize your expressions and mannerisms
• 3. Select the clearest and most appropriate word
• 4. Be explicit and decisive
• Part 3 What to Say to the People Who Work For You
• Chapter 11 Four Sure-Fire Ways to Nurture Loyalty from Your Staff(p. 183)
• Quiz 11. How Loyal Is Your Staff?(p. 183)
• How to Inspire Personal Dedication from Your Team(p. 185)
• Make Yourself Accessible to Complaints(p. 186)
• Glean important information from hostile comments
• How to respond after a blow up
• How to ask your people for their ideas
• Be Perfectly Clear About What You Expect from Your Staff(p. 190)
• Give precise directions
• Spell out measurable performance objectives to build allegiance
• How to reject poor work by matching it with written goals
• Give Motivating Feedback(p. 193)
• Correcting mistakes on delegated work
• How to coach without encroaching
• Expressing support instead of going over a worker's head
• Add Fun, Flair, and Style to Your Directives(p. 198)
• Set your unit's mood and pace
• Use verbal showmanship to gain involvement
• Set up contests to inject enthusiasm, divide work, and conquer apathy
• Chapter 12 How to Motivate a Demoralized Crew(p. 201)
• Quiz 12. Do You Express Concern for Your Staff?(p. 201)
• How to Uplift Morale Among Demotivated Workers(p. 202)
• Express Genuine Concern for the Individual(p. 203)
• Speaking honestly--pretending to care is a hazard to your corporate health
• How to send straightforward messages
• Verbalize your interest in the feelings of your staff
• How to sound fair and avoid the appearance of favoritism
• Express Real Appreciation for Effort(p. 208)
• Communicate without middlemen--say it yourself
• Recognize a job well done
• Encourage the worker who wants to improve
• Express a True Desire to Consider Their Thinking(p. 211)
• Discuss joint goals to instill a sense of belonging
• Explain your incentive system to your group
• Establish a system to elicit and exchange ideas
• Chapter 13 Activating Nonperformers to Action(p. 217)
• Quiz 13. Can You Get Nonperformers to Produce?(p. 217)
• How to Convince Poor Performers to Get Going(p. 219)
• Talking with Duds Who Can't Get Going(p. 220)
• Winning the trust of your workers
• Admitting when workers are misplaced
• Probing for reasons behind chronic problems
• Making mistakes sound easy to correct
• Talking with Deadbeats Who Won't Get Going(p. 224)
• Controlling the unreliable who want to skip out
• Retraining pleasure seekers who convert the office to a social society
• How to discuss stalling with the disinterested
• Talking with Procrastinators Who Will Get Going Later(p. 227)
• Persuading perfectionists to turn in work
• Bolstering good workers who feel insecure
• Finding out why the rebels are angry
• Subduing workers who make minor chores into major productions
• How to encourage creative workers burdened by routine
• Chapter 14 Encouraging Troublesome Workers to Act Responsibly(p. 233)
• Quiz 14. Do You Encourage Responsible Behavior?(p. 233)
• How to Make Difficult Workers More Accountable(p. 235)
• Guidelines for Dealing with Camouflaged Attacks on Your Authority(p. 235)
• When barbs are disguised as jokes
• When they get results by bending the rules
• Handling workers who are determined to rule or ruin
• Diluting the strength of troublesome cliques
• Guidelines for Dealing with Snitches and Other Unasked-for Helpers(p. 239)
• What to say when they leap in without authorization
• What to say to regain control from one running the show
• What to say to self-appointed informants
• Guidelines for dealing with Whiners(p. 243)
• When martyrs say no one else does anything
• When naggers continually nag themselves
• When wet blankets drown every idea before it's considered
• Encouraging workers who don't feel appreciated
• What to say to two quarreling workers
• Chapter 15 Three Cardinal Rules for Running Dynamic Meetings(p. 249)
• Quiz 15. Are You Prepared to Preside?(p. 249)
• How to Get the Results You Want when Presiding(p. 251)
• Keep the Discussion Moving(p. 252)
• Make sure your staff is prepared to report and discuss
• Discuss problems while they're still small
• How to start and stop talking on time
• How to encourage your staff to talk at meetings
• How to speak to inconsiderate talkers
• How to get the discussion back on the track--with tact
• Come Across as Flexible(p. 258)
• Apply rules appropriately
• How to find out what your group is thinking
• Determine if a meeting is needed
• How to include your staff in the planning
• Give direction to the person taking minutes
• Reach a Decision--Don't Vacillate(p. 262)
• How to handle hot potato issues
• How to expedite amendments to motions
• How to rephrase questions to get better answers
• Meeting Checklist(p. 267)
• Planning and Agenda(p. 267)
• Physical Arrangements(p. 267)
• Meeting Aids and Visual Aids(p. 268)
• Emotional Climate(p. 268)
• Post Meeting(p. 269)
• Chapter 16 Extracting Great Ideas from Your Group(p. 271)
• Quiz 16. Do You Get Good Suggestions from Your Team?(p. 271)
• How to Get Your Staff to Tell You Their Suggestions(p. 273)
• Building Pride Improves Productivity(p. 274)
• Sharing decisions increases creative thinking
• Creating a healthful emotional climate encourages participation
• Helping group members to play valuable roles
• Eleven Problem-Solving Techniques for Capturing Suggestions(p. 277)
• Summary(p. 285)
• Make Yourself More Saleable in the Marketplace(p. 285)
• The Ten Most Important Rules to Remember(p. 286)
• Index(p. 289)

Notas de autor provistas por Syndetics

Muriel Solomon has over 30 years of professional communication experience. For nine years, Ms. Solomon wrote a weekly syndicated newspaper column on human relations within organizations. Her advice for improving communication skills appeared in 40 newspapers across this country, West Germany, and Canada. She has written many articles for leading business magazines, given highly acclaimed lectures on this topic, and is a frequent guest on radio and television programs. Ms. Solomon currently works as a communication consultant.