How to Say Anything to Anyone: A Guide to Building Business Relationships That Really Work

How to Say Anything to Anyone: A Guide to Building Business Relationships That Really Work

Shari Harley

Language: English

Pages: 176

ISBN: 1608324095

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.

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their bosses. When we don’t manage upward, our careers stagnate. We have all been caught off guard by unexpected feedback during a performance appraisal. Or we’ve worked until 11:00 p.m. trying to get something done that, we later find out, our manager didn’t look at for three weeks. At some point, you’ll be frustrated with every manager. But that frustration can be mitigated by asking more questions and getting more information at the onset of jobs and projects. The more information employees

every relationship by creating an agreement about how you will treat each other? Teach People How to Win with You What if you set the expectation that when someone violates such an agreement—and it’s only a matter of time before one of you does— you both not only have the right but are expected to say something? Then people might just tell each other the truth. For example, what if when you scheduled an appointment with a vendor who is notoriously late, you told her that promptness is important

sounds, people change their behavior for two reasons—positive and negative consequences. If I could eat cookies, ice cream, chocolate icing, and nothing else and not be the size of a house, I’d do it. But I can’t, so I don’t. It’s as simple as that. If You’re Really Worried About Their Feelings, You’ll Be Direct If you follow the Feedback Formula, your conversations will be short and direct. But most of us don’t use this approach. Instead, we uncomfortably dance around an issue, and that dancing

Email Is for Wimps and Voicemail Isn’t Much Better When you have something difficult to say, sending an email or leaving a voicemail is easier than having a live conversation. You can hone what you want to say until your message is just right. You can manage your emotions and you don’t have to deal with the other person’s reaction. But you can’t manage your tone in an email, see the other person’s response, or ensure she hears your message as you intended it. A string of emails or voicemails does

company put me in its ten-week, new-hire training program. When the class ended, I was scheduled to teach the next one. I was working at a satellite office. The four trainers teaching the ten-week program came from the company headquarters, about 1,000 miles away. My new colleagues had been traveling to the satellite office to teach this program for the past five years and were tired of living at the Marriott. The sooner I got up to speed, the sooner they could go home to their families. We were

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