Cultural features and assumptions<\/h3>\nIt is remarkable how much of what we think, say and do is cultural. Many of our cultural assumptions, which we might have thought are universal, are actually not shared by much of the rest of the world.<\/div>\n<\/div>\nThe use of managerial English does not mean forgetting what you know works in your first language, but it does require the ability to change gear in order to operate successfully in another language.<\/div>\nSome underlying concepts<\/h3>\n\n- Most of the time, an English-speaking manager does not command anyone. People are generally asked to do things, or it is made apparent to them that a job needs doing or prioritising.<\/li>\n
- One of the reasons that English is so useful as a language of communication is because of its flexibility and its large and constantly growing vocabulary.<\/li>\n
- Smiling is like bringing some added sunshine into the room in the English-speaking world. Please don\u2019t be the unsmiling manager.<\/li>\n
- Humour is also an intrinsic part of the English language and doesn\u2019t stay at home on working days. Some of the best English humour is very spontaneous.<\/li>\n<\/ul>\n
2. Some specific features to be conscious of from the outset<\/h2>\nSmall talk<\/h3>\nFor many people in the world, it will not be possible to relate to them or do business with them unless we are interested enough to relate to them first as people, beginning with this so-called small talk. It might be better to think of small talk as people talk.<\/div>\n<\/div>\nHello, I think we haven\u2019t had time to talk so far. I\u2019m\u2026
\n[on a Friday]How has your week been?
\nDo you have any special plans for the weekend?
\n[on a Monday]Did you have a good weekend? [more than a \u2018yes\u2019 or a \u2018no\u2019 is expected in reply]<\/div>\n<\/div>\n\r\n\t\r\n\t\r\n\t\t\r\n\t\t\t\r\n\t\t\t\t![\"\"](\"https:\/\/www.haufe-akademie.de\/blog\/wp-content\/uploads\/2019\/11\/seminartipp-gruppe-filter.jpg\")
\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\t\r\n\t\t\tUnsere Seminarempfehlung<\/h2>\r\n\t\t\t
Success Through Effective Communication Skills<\/p>\r\n\t\t\t
In order to be successful in business, it is important to know about communication styles and how they are influenced by culture and language. In this seminar you will learn how to navigate skillfully through difficult communication situations to achieve the desired result. You will be enabled to create a constructive, appreciative atmosphere and to optimise your communication by means of targeted reflection.<\/p>\nYour manner and other aspects of non-verbal language<\/h3>\nYour manner is an important form of communication. People in an English-speaking context can be fairly observant about the body language and the other non-verbal messages given by others. The non-verbal language conveyed by the face and tone of voice can outweigh the words used.<\/div>\nLanguage softeners<\/h3>\nA range of ways are available to soften what is said and avoid being too direct. This includes the use of modals (such as would and could), added phrases (such as actually, in fact, to be honest), and qualifying words (such as bit, slight, rather). Softeners are used extensively in this article.<\/div>\n3. Getting the managerial job done<\/strong><\/h2>\nBriefing people<\/h3>\nThere is a risk that you may want to give more detail about what you want done than the English speaker is ready to receive. Brevity needs to be seen as a distinct virtue in English, both in business speech and writing.<\/div>\nRequests<\/h3>\nRequests often but not always begin with a modal like \u2018would\u2019 or \u2018could\u2019. You need to be careful with the use of \u201cCan you\u2026?\u201d as it means \u201cAre you able to\u2026?\u201d. Therefore, it slightly questions that person\u2019s ability to perform the task. The same problem does not occur with questions beginning with \u201cCan I\u2026 (e.g. ask you to\u2026)?\u201d<\/div>\n<\/div>\nWould you mind sending me the relevant documents?
\nWould you please reply to them saying that\u2026?
\nCould you let me know what dates you are available?
\nCan you let me know by Friday? [The listener is expected to respond quickly to this if they can\u2019t.]<\/div>\nA command with a \u2018please\u2019 in front<\/h3>\nIt could be a surprise to some English-speaking managers to realise that they basically do command their staff some of the time, with a \u2018please\u2019 placed put in front.<\/div>\n<\/div>\nPlease remind me about that\u2026 (e.g. on Monday.)
\nPlease let me know if\u2026 (e.g. you have any more thoughts about this.)<\/div>\nPrioritising<\/h3>\nMany English-speaking people talk repeatedly about their priorities. Talking about priorities, however indirectly, can therefore be a powerful way of motivating staff to focus on one task rather than another.<\/div>\n<\/div>\nThere\u2019s a need for speed here. Could you make this a priority today?
\nWould you be able to get this done in the next day or two?
\nWe are going to have to move rather fast on this. Would you please\u2026 ?<\/div>\nDelegation<\/h3>\nMuch of good management activity is about getting colleagues you admire (that should be how you see those you manage) to do things. All of the following sentences can be said in a quiet, authoritative voice. A possible affirmative reply follows.<\/div>\n<\/div>\nI wonder if you would\u2026? I\u2019m sure I can deal with that.
\nWould you be ready to\u2026 ? (e.g. manage this project?). Yes, I would be ready to do that, thank you.
\nThis is something in your area, I think. Yes, that\u2019s right.
\nCould I leave this to you? You certainly can.<\/div>\nInvolvement<\/h3>\nA sincere form of involvement and consultation with individual staff is another approach used by English-speaking managers to motivate their staff. Actual involvement means listening to a colleague very well before making any carefully worded request or suggestion sometime later.<\/div>\n<\/div>\nWhat do you think about this?
\nWhat\u2019s the best way to deal with this, do you think?<\/div>\n<\/div>\nIn the light of what we were talking about last week, do you think you could\u2026?
\nGiven what you were suggesting the other day as a way forward, would you be ready to\u2026?
\nI much appreciate you sharing with me the last time we met regarding your concerns about the PQR project, and I suggest\u2026<\/div>\nReferring to the situation<\/h3>\nIn this form of motivation, the manager is encouraging a colleague to observe the current situation and the obligations – desirable or otherwise – that come with it.<\/div>\n<\/div>\nWe need to get this done by the end of the week.
\nThis needs to be done by the end of the week.<\/div>\nAdvice based on past experience<\/h3>\nAnother perspective that you can bring to those you manage is your experience of work and life. This is about giving advice rather than instructions.<\/div>\n<\/div>\nIf I were you I would\u2026
\nI suggest you\u2026
\nI think the best way for you to do this is\u2026<\/div>\nWill anything ever get done in response to this style of management?<\/h3>\nYou might begin to wonder, when trying to use these rather gentle ways of motivating and encouraging people to do things, whether your English-speaking colleagues do realise that you are expecting a particular job to be done and in a timely manner.<\/div>\n<\/div>\nDo you reckon you can get that done in the next couple of days?<\/div>\nAs I have mentioned already, there is a deadline attached to this, which is the end of this week. Will you be able to get this completed comfortably by Friday?<\/div>\n<\/div>\n\r\n\t\r\n\t\r\n\t\t\r\n\t\t\t\r\n\t\t\t\t![\"\"](\"https:\/\/www.haufe-akademie.de\/blog\/wp-content\/uploads\/2021\/11\/seminartipp-gruppe.jpg\")
\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\t\r\n\t\t\tUnsere Empfehlung<\/h2>\r\n\t\t\t
Effective Moderation Skills and Facilitation Techniques in English<\/p>\r\n\t\t\t
Would you like to improve your facilitation and moderation techniques in English? Would you like to achieve structured results in productive meetings? This training will provide you with the tools to make your meetings more target-oriented and effective while equally managing the group processes. With systematic preparation, clear goals, facilitation techniques, and the proper English vocabulary, you quickly achieve better results and successful meetings.<\/p>\n4. Other aspects of managerial English<\/h2>\nBetter ways than saying \u201cNo\u201d or \u201cI don\u2019t agree\u201d<\/h3>\nThe English language has many ways to convey thoughts like this without what might be seen as abruptness by the speaker.<\/div>\n<\/div>\nNo, thank you.
\nNo, she didn\u2019t actually.
\nThat wasn\u2019t the case, in fact. [followed by an explanation]\nThat\u2019s not my cup of tea, actually. [my personal preference]\nThat\u2019s very kind of you, but I can\u2019t.
\nI wouldn\u2019t agree about that, actually.<\/div>\n<\/div>\nThis does not mean that all other speakers of English will be heard to refuse things or disagree politely. Such expressions that you may hear are worth noting, but generally they do not sound good when copied.<\/div>\nHelping others to improve: Encouragement and criticism<\/h3>\nWhile it should be a natural feature of any responsible manager to want to help other people to improve and then to find ways to communicate it, this needs to be recognised as a notable feature of German business culture that is not so widely practised elsewhere. In an English-speaking environment, significantly more praise and encouragement should be given than help about ways to improve. Here are some expressions that nonetheless could be used in criticism:<\/div>\n<\/div>\nIt seems to me that\u2026
\nThis came across as\u2026
\nThere are some weaknesses in this line of argument. [then some are explained]\nI think some people might have difficulty with\u2026 [sensing some possible negative reactions from others]<\/div>\n<\/div>\nSome options for giving gentle criticism involve the use of questions that are designed to cause the colleague to reflect or self-critique.<\/div>\n<\/div>\nHow did you feel it went yesterday?
\nDid you notice\u2026?
\nWhat is your take on this most recent round of sales figures?<\/div>\n<\/div>\nReceiving well people\u2019s criticism or negative feedback might be viewed as one of your managerial challenges. There is a need to be receptive here rather than defensive.<\/div>\n<\/div>\nThank you very much for bringing that to my\/our attention.
\nThat\u2019s most informative, thank you.<\/div>\n<\/div>\n\r\n\t\r\n\t\r\n\t\t\r\n\t\t\t\r\n\t\t\t\t![\"\"](\"https:\/\/www.haufe-akademie.de\/blog\/wp-content\/uploads\/2019\/11\/seminartipp-frau-laptop-hand-filter.jpg\")
\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\t\r\n\t\t\tour recommendation<\/h2>\r\n\t\t\t
From Co-Worker to Boss<\/p>\r\n\t\t\t
As you transition into a new managerial position, you will be confronted by a number of new challenges and tasks. In order to be effective in the new job, you will need to develop a series of key leadership skills. You will also have to manage the shift in your new relationship with your colleagues. This means rebalancing staff and the professional aspects without damaging the relationships you have built. It is also vitally important to motivate people and demonstrate that you are interested in their success and will take care of them.<\/p>\nThanking and showing appreciation<\/h3>\nFor example, actually thanking colleagues (especially for a job well done) is something to be saved up until after their task is completed. It then needs to be done well and not too briefly, especially if the task was considerable.<\/div>\n<\/div>\nI would like to thank the whole team for your part in this recent project. It all looks very encouraging at this moment, not least because of the valuable contributions that everyone has made to it.<\/div>\n<\/div>\nThank you for what you have done. I have much appreciated your part in this.<\/div>\n<\/div>\nThe need for giving generous thanks afterwards should not stop you showing some appreciation while the task is still in progress.<\/div>\n<\/div>\nI\u2019ve been getting some good feedback from\u2026
\nYou will be pleased to hear that we have had some very encouraging responses from\u2026
\nYou and your team seem to be doing a great job on the\u2026
\nThank you for all the work you have been putting into\u2026<\/div>\nCoded language<\/h3>\nIt is worth noting that managerial language in English, especially British English, may contain some coded language. The purpose of this language is to avoid upset, unnecessary conflict or embarrassment, and you do need to be able to recognise and understand it.<\/div>\n<\/div>\nEnglish ways to disagree include responses like \u201cThat\u2019s an interesting idea.\u201d This is because the word \u2018interesting\u2019 can in fact mean anything from bizarre or crazy at one end of the spectrum all the way through to great at the other.<\/div>\n<\/div>\nIn speech, the meaning of the coded language needs to be deducted from the context (such as, were people looking rather surprised a moment ago?), the speaker\u2019s facial expression, tone of voice and the following words (if there are any). When the coded speech is unclear to a listener, a checking question can be used, either then or later on:<\/div>\n<\/div>\nSo, you did approve of it, then?
\nSo, you are not keen on it, then?
\nSo, you liked the idea about X, then?
\nYou weren\u2019t exactly keen on it, then?<\/div>\n<\/div>\nOther coded language expressions to look out for include ones such as the following. What is given in square brackets here are some explanatory thoughts, so please don\u2019t say them.<\/div>\n<\/div>\nWe could think about that. [for about ten seconds]\nThat might be worth pursuing. [but not now, and possibly not at all]\nIt\u2019s not bad. [it\u2019s excellent]
\nI would need to consult about that. [I am sounding rather vague]<\/div>\n<\/div>\nSuccessful managerial communication<\/strong><\/div>\nGood application of the principles and examples given here should help you to communicate more effectively, confidently and clearly in a managerial context. The overview of managerial language given here should also help you to ask about, and observe better, the linguistic preferences of competent English speakers around you who are from outside your own language background. Also specific „Training in English<\/a>“ for management skills and on technical topics will enhance your proficiency, vocabulary and employability.<\/div>\n
Some underlying concepts<\/h3>\n\n- Most of the time, an English-speaking manager does not command anyone. People are generally asked to do things, or it is made apparent to them that a job needs doing or prioritising.<\/li>\n
- One of the reasons that English is so useful as a language of communication is because of its flexibility and its large and constantly growing vocabulary.<\/li>\n
- Smiling is like bringing some added sunshine into the room in the English-speaking world. Please don\u2019t be the unsmiling manager.<\/li>\n
- Humour is also an intrinsic part of the English language and doesn\u2019t stay at home on working days. Some of the best English humour is very spontaneous.<\/li>\n<\/ul>\n
2. Some specific features to be conscious of from the outset<\/h2>\nSmall talk<\/h3>\nFor many people in the world, it will not be possible to relate to them or do business with them unless we are interested enough to relate to them first as people, beginning with this so-called small talk. It might be better to think of small talk as people talk.<\/div>\n<\/div>\nHello, I think we haven\u2019t had time to talk so far. I\u2019m\u2026
\n[on a Friday]How has your week been?
\nDo you have any special plans for the weekend?
\n[on a Monday]Did you have a good weekend? [more than a \u2018yes\u2019 or a \u2018no\u2019 is expected in reply]<\/div>\n<\/div>\n\r\n\t\r\n\t\r\n\t\t\r\n\t\t\t\r\n\t\t\t\t\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\t\r\n\t\t\tUnsere Seminarempfehlung<\/h2>\r\n\t\t\t
Success Through Effective Communication Skills<\/p>\r\n\t\t\t
In order to be successful in business, it is important to know about communication styles and how they are influenced by culture and language. In this seminar you will learn how to navigate skillfully through difficult communication situations to achieve the desired result. You will be enabled to create a constructive, appreciative atmosphere and to optimise your communication by means of targeted reflection.<\/p>\nYour manner and other aspects of non-verbal language<\/h3>\nYour manner is an important form of communication. People in an English-speaking context can be fairly observant about the body language and the other non-verbal messages given by others. The non-verbal language conveyed by the face and tone of voice can outweigh the words used.<\/div>\nLanguage softeners<\/h3>\nA range of ways are available to soften what is said and avoid being too direct. This includes the use of modals (such as would and could), added phrases (such as actually, in fact, to be honest), and qualifying words (such as bit, slight, rather). Softeners are used extensively in this article.<\/div>\n3. Getting the managerial job done<\/strong><\/h2>\nBriefing people<\/h3>\nThere is a risk that you may want to give more detail about what you want done than the English speaker is ready to receive. Brevity needs to be seen as a distinct virtue in English, both in business speech and writing.<\/div>\nRequests<\/h3>\nRequests often but not always begin with a modal like \u2018would\u2019 or \u2018could\u2019. You need to be careful with the use of \u201cCan you\u2026?\u201d as it means \u201cAre you able to\u2026?\u201d. Therefore, it slightly questions that person\u2019s ability to perform the task. The same problem does not occur with questions beginning with \u201cCan I\u2026 (e.g. ask you to\u2026)?\u201d<\/div>\n<\/div>\nWould you mind sending me the relevant documents?
\nWould you please reply to them saying that\u2026?
\nCould you let me know what dates you are available?
\nCan you let me know by Friday? [The listener is expected to respond quickly to this if they can\u2019t.]<\/div>\nA command with a \u2018please\u2019 in front<\/h3>\nIt could be a surprise to some English-speaking managers to realise that they basically do command their staff some of the time, with a \u2018please\u2019 placed put in front.<\/div>\n<\/div>\nPlease remind me about that\u2026 (e.g. on Monday.)
\nPlease let me know if\u2026 (e.g. you have any more thoughts about this.)<\/div>\nPrioritising<\/h3>\nMany English-speaking people talk repeatedly about their priorities. Talking about priorities, however indirectly, can therefore be a powerful way of motivating staff to focus on one task rather than another.<\/div>\n<\/div>\nThere\u2019s a need for speed here. Could you make this a priority today?
\nWould you be able to get this done in the next day or two?
\nWe are going to have to move rather fast on this. Would you please\u2026 ?<\/div>\nDelegation<\/h3>\nMuch of good management activity is about getting colleagues you admire (that should be how you see those you manage) to do things. All of the following sentences can be said in a quiet, authoritative voice. A possible affirmative reply follows.<\/div>\n<\/div>\nI wonder if you would\u2026? I\u2019m sure I can deal with that.
\nWould you be ready to\u2026 ? (e.g. manage this project?). Yes, I would be ready to do that, thank you.
\nThis is something in your area, I think. Yes, that\u2019s right.
\nCould I leave this to you? You certainly can.<\/div>\nInvolvement<\/h3>\nA sincere form of involvement and consultation with individual staff is another approach used by English-speaking managers to motivate their staff. Actual involvement means listening to a colleague very well before making any carefully worded request or suggestion sometime later.<\/div>\n<\/div>\nWhat do you think about this?
\nWhat\u2019s the best way to deal with this, do you think?<\/div>\n<\/div>\nIn the light of what we were talking about last week, do you think you could\u2026?
\nGiven what you were suggesting the other day as a way forward, would you be ready to\u2026?
\nI much appreciate you sharing with me the last time we met regarding your concerns about the PQR project, and I suggest\u2026<\/div>\nReferring to the situation<\/h3>\nIn this form of motivation, the manager is encouraging a colleague to observe the current situation and the obligations – desirable or otherwise – that come with it.<\/div>\n<\/div>\nWe need to get this done by the end of the week.
\nThis needs to be done by the end of the week.<\/div>\nAdvice based on past experience<\/h3>\nAnother perspective that you can bring to those you manage is your experience of work and life. This is about giving advice rather than instructions.<\/div>\n<\/div>\nIf I were you I would\u2026
\nI suggest you\u2026
\nI think the best way for you to do this is\u2026<\/div>\nWill anything ever get done in response to this style of management?<\/h3>\nYou might begin to wonder, when trying to use these rather gentle ways of motivating and encouraging people to do things, whether your English-speaking colleagues do realise that you are expecting a particular job to be done and in a timely manner.<\/div>\n<\/div>\nDo you reckon you can get that done in the next couple of days?<\/div>\nAs I have mentioned already, there is a deadline attached to this, which is the end of this week. Will you be able to get this completed comfortably by Friday?<\/div>\n<\/div>\n\r\n\t\r\n\t\r\n\t\t\r\n\t\t\t\r\n\t\t\t\t\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\t\r\n\t\t\tUnsere Empfehlung<\/h2>\r\n\t\t\t
Effective Moderation Skills and Facilitation Techniques in English<\/p>\r\n\t\t\t
Would you like to improve your facilitation and moderation techniques in English? Would you like to achieve structured results in productive meetings? This training will provide you with the tools to make your meetings more target-oriented and effective while equally managing the group processes. With systematic preparation, clear goals, facilitation techniques, and the proper English vocabulary, you quickly achieve better results and successful meetings.<\/p>\n4. Other aspects of managerial English<\/h2>\nBetter ways than saying \u201cNo\u201d or \u201cI don\u2019t agree\u201d<\/h3>\nThe English language has many ways to convey thoughts like this without what might be seen as abruptness by the speaker.<\/div>\n<\/div>\nNo, thank you.
\nNo, she didn\u2019t actually.
\nThat wasn\u2019t the case, in fact. [followed by an explanation]\nThat\u2019s not my cup of tea, actually. [my personal preference]\nThat\u2019s very kind of you, but I can\u2019t.
\nI wouldn\u2019t agree about that, actually.<\/div>\n<\/div>\nThis does not mean that all other speakers of English will be heard to refuse things or disagree politely. Such expressions that you may hear are worth noting, but generally they do not sound good when copied.<\/div>\nHelping others to improve: Encouragement and criticism<\/h3>\nWhile it should be a natural feature of any responsible manager to want to help other people to improve and then to find ways to communicate it, this needs to be recognised as a notable feature of German business culture that is not so widely practised elsewhere. In an English-speaking environment, significantly more praise and encouragement should be given than help about ways to improve. Here are some expressions that nonetheless could be used in criticism:<\/div>\n<\/div>\nIt seems to me that\u2026
\nThis came across as\u2026
\nThere are some weaknesses in this line of argument. [then some are explained]\nI think some people might have difficulty with\u2026 [sensing some possible negative reactions from others]<\/div>\n<\/div>\nSome options for giving gentle criticism involve the use of questions that are designed to cause the colleague to reflect or self-critique.<\/div>\n<\/div>\nHow did you feel it went yesterday?
\nDid you notice\u2026?
\nWhat is your take on this most recent round of sales figures?<\/div>\n<\/div>\nReceiving well people\u2019s criticism or negative feedback might be viewed as one of your managerial challenges. There is a need to be receptive here rather than defensive.<\/div>\n<\/div>\nThank you very much for bringing that to my\/our attention.
\nThat\u2019s most informative, thank you.<\/div>\n<\/div>\n\r\n\t\r\n\t\r\n\t\t\r\n\t\t\t\r\n\t\t\t\t\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\t\r\n\t\t\tour recommendation<\/h2>\r\n\t\t\t
From Co-Worker to Boss<\/p>\r\n\t\t\t
As you transition into a new managerial position, you will be confronted by a number of new challenges and tasks. In order to be effective in the new job, you will need to develop a series of key leadership skills. You will also have to manage the shift in your new relationship with your colleagues. This means rebalancing staff and the professional aspects without damaging the relationships you have built. It is also vitally important to motivate people and demonstrate that you are interested in their success and will take care of them.<\/p>\nThanking and showing appreciation<\/h3>\nFor example, actually thanking colleagues (especially for a job well done) is something to be saved up until after their task is completed. It then needs to be done well and not too briefly, especially if the task was considerable.<\/div>\n<\/div>\nI would like to thank the whole team for your part in this recent project. It all looks very encouraging at this moment, not least because of the valuable contributions that everyone has made to it.<\/div>\n<\/div>\nThank you for what you have done. I have much appreciated your part in this.<\/div>\n<\/div>\nThe need for giving generous thanks afterwards should not stop you showing some appreciation while the task is still in progress.<\/div>\n<\/div>\nI\u2019ve been getting some good feedback from\u2026
\nYou will be pleased to hear that we have had some very encouraging responses from\u2026
\nYou and your team seem to be doing a great job on the\u2026
\nThank you for all the work you have been putting into\u2026<\/div>\nCoded language<\/h3>\nIt is worth noting that managerial language in English, especially British English, may contain some coded language. The purpose of this language is to avoid upset, unnecessary conflict or embarrassment, and you do need to be able to recognise and understand it.<\/div>\n<\/div>\nEnglish ways to disagree include responses like \u201cThat\u2019s an interesting idea.\u201d This is because the word \u2018interesting\u2019 can in fact mean anything from bizarre or crazy at one end of the spectrum all the way through to great at the other.<\/div>\n<\/div>\nIn speech, the meaning of the coded language needs to be deducted from the context (such as, were people looking rather surprised a moment ago?), the speaker\u2019s facial expression, tone of voice and the following words (if there are any). When the coded speech is unclear to a listener, a checking question can be used, either then or later on:<\/div>\n<\/div>\nSo, you did approve of it, then?
\nSo, you are not keen on it, then?
\nSo, you liked the idea about X, then?
\nYou weren\u2019t exactly keen on it, then?<\/div>\n<\/div>\nOther coded language expressions to look out for include ones such as the following. What is given in square brackets here are some explanatory thoughts, so please don\u2019t say them.<\/div>\n<\/div>\nWe could think about that. [for about ten seconds]\nThat might be worth pursuing. [but not now, and possibly not at all]\nIt\u2019s not bad. [it\u2019s excellent]
\nI would need to consult about that. [I am sounding rather vague]<\/div>\n<\/div>\nSuccessful managerial communication<\/strong><\/div>\nGood application of the principles and examples given here should help you to communicate more effectively, confidently and clearly in a managerial context. The overview of managerial language given here should also help you to ask about, and observe better, the linguistic preferences of competent English speakers around you who are from outside your own language background. Also specific „Training in English<\/a>“ for management skills and on technical topics will enhance your proficiency, vocabulary and employability.<\/div>\n
2. Some specific features to be conscious of from the outset<\/h2>\nSmall talk<\/h3>\nFor many people in the world, it will not be possible to relate to them or do business with them unless we are interested enough to relate to them first as people, beginning with this so-called small talk. It might be better to think of small talk as people talk.<\/div>\n<\/div>\nHello, I think we haven\u2019t had time to talk so far. I\u2019m\u2026
\n[on a Friday]How has your week been?
\nDo you have any special plans for the weekend?
\n[on a Monday]Did you have a good weekend? [more than a \u2018yes\u2019 or a \u2018no\u2019 is expected in reply]<\/div>\n<\/div>\n\r\n\t\r\n\t\r\n\t\t\r\n\t\t\t\r\n\t\t\t\t\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\t\r\n\t\t\tUnsere Seminarempfehlung<\/h2>\r\n\t\t\t
Success Through Effective Communication Skills<\/p>\r\n\t\t\t
In order to be successful in business, it is important to know about communication styles and how they are influenced by culture and language. In this seminar you will learn how to navigate skillfully through difficult communication situations to achieve the desired result. You will be enabled to create a constructive, appreciative atmosphere and to optimise your communication by means of targeted reflection.<\/p>\nYour manner and other aspects of non-verbal language<\/h3>\nYour manner is an important form of communication. People in an English-speaking context can be fairly observant about the body language and the other non-verbal messages given by others. The non-verbal language conveyed by the face and tone of voice can outweigh the words used.<\/div>\nLanguage softeners<\/h3>\nA range of ways are available to soften what is said and avoid being too direct. This includes the use of modals (such as would and could), added phrases (such as actually, in fact, to be honest), and qualifying words (such as bit, slight, rather). Softeners are used extensively in this article.<\/div>\n3. Getting the managerial job done<\/strong><\/h2>\nBriefing people<\/h3>\nThere is a risk that you may want to give more detail about what you want done than the English speaker is ready to receive. Brevity needs to be seen as a distinct virtue in English, both in business speech and writing.<\/div>\nRequests<\/h3>\nRequests often but not always begin with a modal like \u2018would\u2019 or \u2018could\u2019. You need to be careful with the use of \u201cCan you\u2026?\u201d as it means \u201cAre you able to\u2026?\u201d. Therefore, it slightly questions that person\u2019s ability to perform the task. The same problem does not occur with questions beginning with \u201cCan I\u2026 (e.g. ask you to\u2026)?\u201d<\/div>\n<\/div>\nWould you mind sending me the relevant documents?
\nWould you please reply to them saying that\u2026?
\nCould you let me know what dates you are available?
\nCan you let me know by Friday? [The listener is expected to respond quickly to this if they can\u2019t.]<\/div>\nA command with a \u2018please\u2019 in front<\/h3>\nIt could be a surprise to some English-speaking managers to realise that they basically do command their staff some of the time, with a \u2018please\u2019 placed put in front.<\/div>\n<\/div>\nPlease remind me about that\u2026 (e.g. on Monday.)
\nPlease let me know if\u2026 (e.g. you have any more thoughts about this.)<\/div>\nPrioritising<\/h3>\nMany English-speaking people talk repeatedly about their priorities. Talking about priorities, however indirectly, can therefore be a powerful way of motivating staff to focus on one task rather than another.<\/div>\n<\/div>\nThere\u2019s a need for speed here. Could you make this a priority today?
\nWould you be able to get this done in the next day or two?
\nWe are going to have to move rather fast on this. Would you please\u2026 ?<\/div>\nDelegation<\/h3>\nMuch of good management activity is about getting colleagues you admire (that should be how you see those you manage) to do things. All of the following sentences can be said in a quiet, authoritative voice. A possible affirmative reply follows.<\/div>\n<\/div>\nI wonder if you would\u2026? I\u2019m sure I can deal with that.
\nWould you be ready to\u2026 ? (e.g. manage this project?). Yes, I would be ready to do that, thank you.
\nThis is something in your area, I think. Yes, that\u2019s right.
\nCould I leave this to you? You certainly can.<\/div>\nInvolvement<\/h3>\nA sincere form of involvement and consultation with individual staff is another approach used by English-speaking managers to motivate their staff. Actual involvement means listening to a colleague very well before making any carefully worded request or suggestion sometime later.<\/div>\n<\/div>\nWhat do you think about this?
\nWhat\u2019s the best way to deal with this, do you think?<\/div>\n<\/div>\nIn the light of what we were talking about last week, do you think you could\u2026?
\nGiven what you were suggesting the other day as a way forward, would you be ready to\u2026?
\nI much appreciate you sharing with me the last time we met regarding your concerns about the PQR project, and I suggest\u2026<\/div>\nReferring to the situation<\/h3>\nIn this form of motivation, the manager is encouraging a colleague to observe the current situation and the obligations – desirable or otherwise – that come with it.<\/div>\n<\/div>\nWe need to get this done by the end of the week.
\nThis needs to be done by the end of the week.<\/div>\nAdvice based on past experience<\/h3>\nAnother perspective that you can bring to those you manage is your experience of work and life. This is about giving advice rather than instructions.<\/div>\n<\/div>\nIf I were you I would\u2026
\nI suggest you\u2026
\nI think the best way for you to do this is\u2026<\/div>\nWill anything ever get done in response to this style of management?<\/h3>\nYou might begin to wonder, when trying to use these rather gentle ways of motivating and encouraging people to do things, whether your English-speaking colleagues do realise that you are expecting a particular job to be done and in a timely manner.<\/div>\n<\/div>\nDo you reckon you can get that done in the next couple of days?<\/div>\nAs I have mentioned already, there is a deadline attached to this, which is the end of this week. Will you be able to get this completed comfortably by Friday?<\/div>\n<\/div>\n\r\n\t\r\n\t\r\n\t\t\r\n\t\t\t\r\n\t\t\t\t\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\t\r\n\t\t\tUnsere Empfehlung<\/h2>\r\n\t\t\t
Effective Moderation Skills and Facilitation Techniques in English<\/p>\r\n\t\t\t
Would you like to improve your facilitation and moderation techniques in English? Would you like to achieve structured results in productive meetings? This training will provide you with the tools to make your meetings more target-oriented and effective while equally managing the group processes. With systematic preparation, clear goals, facilitation techniques, and the proper English vocabulary, you quickly achieve better results and successful meetings.<\/p>\n4. Other aspects of managerial English<\/h2>\nBetter ways than saying \u201cNo\u201d or \u201cI don\u2019t agree\u201d<\/h3>\nThe English language has many ways to convey thoughts like this without what might be seen as abruptness by the speaker.<\/div>\n<\/div>\nNo, thank you.
\nNo, she didn\u2019t actually.
\nThat wasn\u2019t the case, in fact. [followed by an explanation]\nThat\u2019s not my cup of tea, actually. [my personal preference]\nThat\u2019s very kind of you, but I can\u2019t.
\nI wouldn\u2019t agree about that, actually.<\/div>\n<\/div>\nThis does not mean that all other speakers of English will be heard to refuse things or disagree politely. Such expressions that you may hear are worth noting, but generally they do not sound good when copied.<\/div>\nHelping others to improve: Encouragement and criticism<\/h3>\nWhile it should be a natural feature of any responsible manager to want to help other people to improve and then to find ways to communicate it, this needs to be recognised as a notable feature of German business culture that is not so widely practised elsewhere. In an English-speaking environment, significantly more praise and encouragement should be given than help about ways to improve. Here are some expressions that nonetheless could be used in criticism:<\/div>\n<\/div>\nIt seems to me that\u2026
\nThis came across as\u2026
\nThere are some weaknesses in this line of argument. [then some are explained]\nI think some people might have difficulty with\u2026 [sensing some possible negative reactions from others]<\/div>\n<\/div>\nSome options for giving gentle criticism involve the use of questions that are designed to cause the colleague to reflect or self-critique.<\/div>\n<\/div>\nHow did you feel it went yesterday?
\nDid you notice\u2026?
\nWhat is your take on this most recent round of sales figures?<\/div>\n<\/div>\nReceiving well people\u2019s criticism or negative feedback might be viewed as one of your managerial challenges. There is a need to be receptive here rather than defensive.<\/div>\n<\/div>\nThank you very much for bringing that to my\/our attention.
\nThat\u2019s most informative, thank you.<\/div>\n<\/div>\n\r\n\t\r\n\t\r\n\t\t\r\n\t\t\t\r\n\t\t\t\t\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\t\r\n\t\t\tour recommendation<\/h2>\r\n\t\t\t
From Co-Worker to Boss<\/p>\r\n\t\t\t
As you transition into a new managerial position, you will be confronted by a number of new challenges and tasks. In order to be effective in the new job, you will need to develop a series of key leadership skills. You will also have to manage the shift in your new relationship with your colleagues. This means rebalancing staff and the professional aspects without damaging the relationships you have built. It is also vitally important to motivate people and demonstrate that you are interested in their success and will take care of them.<\/p>\nThanking and showing appreciation<\/h3>\nFor example, actually thanking colleagues (especially for a job well done) is something to be saved up until after their task is completed. It then needs to be done well and not too briefly, especially if the task was considerable.<\/div>\n<\/div>\nI would like to thank the whole team for your part in this recent project. It all looks very encouraging at this moment, not least because of the valuable contributions that everyone has made to it.<\/div>\n<\/div>\nThank you for what you have done. I have much appreciated your part in this.<\/div>\n<\/div>\nThe need for giving generous thanks afterwards should not stop you showing some appreciation while the task is still in progress.<\/div>\n<\/div>\nI\u2019ve been getting some good feedback from\u2026
\nYou will be pleased to hear that we have had some very encouraging responses from\u2026
\nYou and your team seem to be doing a great job on the\u2026
\nThank you for all the work you have been putting into\u2026<\/div>\nCoded language<\/h3>\nIt is worth noting that managerial language in English, especially British English, may contain some coded language. The purpose of this language is to avoid upset, unnecessary conflict or embarrassment, and you do need to be able to recognise and understand it.<\/div>\n<\/div>\nEnglish ways to disagree include responses like \u201cThat\u2019s an interesting idea.\u201d This is because the word \u2018interesting\u2019 can in fact mean anything from bizarre or crazy at one end of the spectrum all the way through to great at the other.<\/div>\n<\/div>\nIn speech, the meaning of the coded language needs to be deducted from the context (such as, were people looking rather surprised a moment ago?), the speaker\u2019s facial expression, tone of voice and the following words (if there are any). When the coded speech is unclear to a listener, a checking question can be used, either then or later on:<\/div>\n<\/div>\nSo, you did approve of it, then?
\nSo, you are not keen on it, then?
\nSo, you liked the idea about X, then?
\nYou weren\u2019t exactly keen on it, then?<\/div>\n<\/div>\nOther coded language expressions to look out for include ones such as the following. What is given in square brackets here are some explanatory thoughts, so please don\u2019t say them.<\/div>\n<\/div>\nWe could think about that. [for about ten seconds]\nThat might be worth pursuing. [but not now, and possibly not at all]\nIt\u2019s not bad. [it\u2019s excellent]
\nI would need to consult about that. [I am sounding rather vague]<\/div>\n<\/div>\nSuccessful managerial communication<\/strong><\/div>\nGood application of the principles and examples given here should help you to communicate more effectively, confidently and clearly in a managerial context. The overview of managerial language given here should also help you to ask about, and observe better, the linguistic preferences of competent English speakers around you who are from outside your own language background. Also specific „Training in English<\/a>“ for management skills and on technical topics will enhance your proficiency, vocabulary and employability.<\/div>\n
\n[on a Friday]How has your week been?
\nDo you have any special plans for the weekend?
\n[on a Monday]Did you have a good weekend? [more than a \u2018yes\u2019 or a \u2018no\u2019 is expected in reply]<\/div>\n
\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\tUnsere Seminarempfehlung<\/h2>\r\n\t\t\t
Success Through Effective Communication Skills<\/p>\r\n\t\t\t
In order to be successful in business, it is important to know about communication styles and how they are influenced by culture and language. In this seminar you will learn how to navigate skillfully through difficult communication situations to achieve the desired result. You will be enabled to create a constructive, appreciative atmosphere and to optimise your communication by means of targeted reflection.<\/p>\n Effective Moderation Skills and Facilitation Techniques in English<\/p>\r\n\t\t\t Would you like to improve your facilitation and moderation techniques in English? Would you like to achieve structured results in productive meetings? This training will provide you with the tools to make your meetings more target-oriented and effective while equally managing the group processes. With systematic preparation, clear goals, facilitation techniques, and the proper English vocabulary, you quickly achieve better results and successful meetings.<\/p>\n From Co-Worker to Boss<\/p>\r\n\t\t\t As you transition into a new managerial position, you will be confronted by a number of new challenges and tasks. In order to be effective in the new job, you will need to develop a series of key leadership skills. You will also have to manage the shift in your new relationship with your colleagues. This means rebalancing staff and the professional aspects without damaging the relationships you have built. It is also vitally important to motivate people and demonstrate that you are interested in their success and will take care of them.<\/p>\nYour manner and other aspects of non-verbal language<\/h3>\n
Language softeners<\/h3>\n
3. Getting the managerial job done<\/strong><\/h2>\n
Briefing people<\/h3>\n
Requests<\/h3>\n
\nWould you please reply to them saying that\u2026?
\nCould you let me know what dates you are available?
\nCan you let me know by Friday? [The listener is expected to respond quickly to this if they can\u2019t.]<\/div>\nA command with a \u2018please\u2019 in front<\/h3>\n
\nPlease let me know if\u2026 (e.g. you have any more thoughts about this.)<\/div>\nPrioritising<\/h3>\n
\nWould you be able to get this done in the next day or two?
\nWe are going to have to move rather fast on this. Would you please\u2026 ?<\/div>\nDelegation<\/h3>\n
\nWould you be ready to\u2026 ? (e.g. manage this project?). Yes, I would be ready to do that, thank you.
\nThis is something in your area, I think. Yes, that\u2019s right.
\nCould I leave this to you? You certainly can.<\/div>\nInvolvement<\/h3>\n
\nWhat\u2019s the best way to deal with this, do you think?<\/div>\n
\nGiven what you were suggesting the other day as a way forward, would you be ready to\u2026?
\nI much appreciate you sharing with me the last time we met regarding your concerns about the PQR project, and I suggest\u2026<\/div>\nReferring to the situation<\/h3>\n
\nThis needs to be done by the end of the week.<\/div>\nAdvice based on past experience<\/h3>\n
\nI suggest you\u2026
\nI think the best way for you to do this is\u2026<\/div>\nWill anything ever get done in response to this style of management?<\/h3>\n
\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\tUnsere Empfehlung<\/h2>\r\n\t\t\t
4. Other aspects of managerial English<\/h2>\n
Better ways than saying \u201cNo\u201d or \u201cI don\u2019t agree\u201d<\/h3>\n
\nNo, she didn\u2019t actually.
\nThat wasn\u2019t the case, in fact. [followed by an explanation]\nThat\u2019s not my cup of tea, actually. [my personal preference]\nThat\u2019s very kind of you, but I can\u2019t.
\nI wouldn\u2019t agree about that, actually.<\/div>\nHelping others to improve: Encouragement and criticism<\/h3>\n
\nThis came across as\u2026
\nThere are some weaknesses in this line of argument. [then some are explained]\nI think some people might have difficulty with\u2026 [sensing some possible negative reactions from others]<\/div>\n
\nDid you notice\u2026?
\nWhat is your take on this most recent round of sales figures?<\/div>\n
\nThat\u2019s most informative, thank you.<\/div>\n\r\n\t\t\t<\/div>\r\n\t\t\r\n\t\tour recommendation<\/h2>\r\n\t\t\t
Thanking and showing appreciation<\/h3>\n
\nYou will be pleased to hear that we have had some very encouraging responses from\u2026
\nYou and your team seem to be doing a great job on the\u2026
\nThank you for all the work you have been putting into\u2026<\/div>\nCoded language<\/h3>\n
\nSo, you are not keen on it, then?
\nSo, you liked the idea about X, then?
\nYou weren\u2019t exactly keen on it, then?<\/div>\n
\nI would need to consult about that. [I am sounding rather vague]<\/div>\n