Isbn: 9780814402092 - why didn't i say that?!: what to say and how to say it in tough situations on the job (10 Ergebnisse)

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Hardcover. Zustand: Very Good. Why Didn't I Say That?: What to Say and How to Say it in Tough Situations on the Job This book is in very good condition and will be shipped within 24 hours of ordering. The cover may have some limited signs of wear but the pages are clean, intact and the spine remains undamaged. This book has clearly been well maintained and looked after thus far. Money back guarantee if you are not satisfied. See all our books here, order more than 1 book and get discounted shipping.…

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Hardcover. Zustand: Collectible-Very Good. You can't always have the right words on the tip of your tongue - particularly if you're a manager facing an uncomfortable conversation with an employee. But rather than put your foot in your mouth, just refer to Why Didn't I Say That?! It's like having a personal scriptwriter to help you prepare, plan, and even rehearse what you want to say in a tight spot - so that you can achieve a positive outcome for everyone involved. Why Didn't I Say That?! presents managers with actual 'scripts' - sample dialogs tailor-made for achieving better, productive communication in many workplace situations. These include: performance appraisals, coaching, encouraging shy employees, dealing with hostile employees, taking corrective action, investigating sexual harassment charges, disagreements with the boss, firing and layoffs. The book is full of specific words and phrases that you can use, and features full-length scenarios that will move your conversations from a shaky beginning to a desirable conclusion. Using the author's targeted advice, the dialogs, and side-bars of key words and phrases, you'll be able to: say just the right thing at the right time in the right way, avoid embarrassment and awkwardness, build good relationships and defuse conflict, work with difficult or emotional employees and enhance employee motivation and productivity. 'Read this book with an eye toward becoming a more effective communicator, a more productive supervisor, with whom other people want to work and with whom they enjoy talking,' says Weiss. The goal is to guide the discussion, not overpower the other person, he cautions. This entails learning what to say and, equally important, what not to say. For each scenario, the author sets the stage with an explanation of the situation and a description of the people involved. He also outlines the principles of good communication, including brief explanations of why certain scripts are recommended, why certain steps are suggested, and a list of alternative steps you can take.…