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Why Didn't I Say That?!: What to Say and How to Say It in Tough Situations on the Job

Overview

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 ...
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Overview

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 alte

Now, business people can prepare, plan, and even rehearse in advance for sticky situations. Weiss, CEO of Self-Management Communications and the author of many books and videos, presents sample dialogs tailor-made for specific problems. He shows readers how to avoid embarrassment and awkwardness, defuse conflict, build good relations, and much more.

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Product Details

  • ISBN-13: 9780814402092
  • Publisher: AMACOM
  • Publication date: 9/21/1994
  • Pages: 224
  • Product dimensions: 6.31 (w) x 9.32 (h) x 0.87 (d)

Meet the Author

DONALD H. WEISS, Ph.D. (St. Louis, MO) is CEO of Self-Management Communications and author of many books and videos, including AMACOM's Fair, Square, and Legal and 21 volumes of The Successful Office Skills Series.

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  • Anonymous

    Posted December 26, 2006

    A practical book of scripts

    ==== |First things first|: In a nutshell, this book is about tackling tough situations (mostly bipartite) on the job... how to talk through them and arrive at a mutually beneficial/agreeable outcome, be it disagreeing with the boss, giving feedback to a tough subordinate, interviewing a prospective employee, disciplining an errant employee etc. ==== |Structure|: The book is divided into 6 sections (16 chapters). Each section deals with a broad issue such as 'fundamentals of managing discussions', 'interviewing prospective employees', 'performance management', 'managing relationships', 'implementing downsizing decisions' etc. The chapters deal with specific situations within a broad issue. Each chapter begins with a brief background on the specific scenario being addressed, and then goes on to suggest a set of 'key phrases' to be used as templates for communication. This is followed by a script of discussions between the interlocutor and the subject. Chapter 12 touches upon 'investigating harassment claims'.. this might be useful for top level managers. ==== |What's good & what's missing|: The dialogues have been scripted with tact and care. They are designed to accomplish the set objectives. The situational backgrounds too are self-explanatory. However, what could have made the book more amenable to adaptation in varied situations is - a theoretical framework (in a format akin to a flowchart) explaining what works in a situation and what's absolute taboo. If the key elements could be isolated, they could be leveraged across situations wherever scenarios are comparable. Moreover, annotations to the dialogues would have been useful. In any conversation, there are points where the discussion takes a definite turn... for better or for worse. Hints on identifying those 'inflection points', and a guideline on subsequent action would have been helpful. ==== |A final word|: You will find this book more useful if you are an entry/lower-middle level manager or superviser... it is not intended for senior managers. Be prepared to adapt the script(s) to your personal/professional situation(s). An interesting read, overall.

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