steve flinders, york associates and ian mcmaster, business spotlight iatefl 45 th international...
TRANSCRIPT
Steve Flinders, York Associatesand
Ian McMaster, Business Spotlight
IATEFL 45th international conferenceBrighton, UK
Sunday, 17 April 2011
Communicating Internationally
in English
Bob Dignen, director,York Associates, author
Ian McMaster, editor-in-chief, Business Spotlight, co-author
Steve Flinders, director, York Associates, editor
CIE who’s who?
Objectives of this session
1. To present the book
2. To suggest a future direction for, and a widening of the scope of Business English
3. To get your views and feedback on these
Idea for the book
OriginsSub title
Objectives of the book
1. Written primarily to support intermediate level and above non-native speakers of English who are working internationally
2. Helps people to do business more effectively in English with strategic communication guidelines (not dos and don’ts)
3. Insightful and useful for business English and communication trainers of non-native speakers
Where we are
The ELT 6
• Presentations• Meetings• Telephone calls• Negotiations• Social situations• Correspondence
The dominant approach constructs ‘Business English communication’ primarily as a series of events:
- differentiated stages
- steps within stages
- phrases to do the steps (teach language)
Cultural knowledge as an add-on Cultural knowledge as an add-on
(focus on differences at national culture level)(focus on differences at national culture level)
Where we are going
‘We aim to help international business professionals to communicate clearly and
with the right impact in English.’
Towards an understanding of communication as contextual:
• Cultural context
• Interpersonal context
• International business context
Putting language in
its place
Contents of the book
The Basics
1. Speaking2. Listening3. Non-verbal skills4. Native speakers5. ‘Difficult people’
Face to Face Skills
6. Relationships7. Networking8. Trust9. Influencing10. Decisions11. Conflict12. Feedback
Virtual Skills
13. Emails: the basics14. Emails: advanced15. Telephoning16. Conference calls17. Virtual teams
Listening
‘If we were supposed to talk more than listen,we would have two tongues and one ear.’
Mark Twain, American author and humorist (1835–1910)
Reasons for listening
What kind of listener are you?
Becoming a better listener
What do you say?
Listening
1. Why should we listen to other people?2. What kind of listener are you?3. What stops us from listening effectively?4. How can you become a better listener?
The ROI on listening effectively in the workplace• Better relationships with more trust• More motivated staff• Higher productivity• Increased creativity• Improved quality• More efficient information flow• Fewer mistakes and lower costs• Happier customers
Reasons for listening
• To get the information we need to complete a task • To assess competence and trustworthiness • To show competence and trust • To show respect and to build rapport• To monitor the speaker’s style in order to achieve better communication• To understand how to influence others• To empathise • To understand the mindset of the other person• To hear if our ideas are understood and valued • To give pleasure
Contents of the book
The Basics
1. Speaking2. Listening3. Non-verbal skills4. Native speakers5. ‘Difficult people’
Face to Face Skills
6. Relationships7. Networking8. Trust9. Influencing10. Decisions11. Conflict12. Feedback
Virtual Skills
13. Emails: the basics14. Emails: advanced15. Telephoning16. Conference calls17. Virtual teams
Decisions
‘Nothing is more difficult, and therefore morePrecious, than to be able to decide.’
Napoleon Bonaparte, Emperor of the French (1769–1821)
Why is decision-making more difficult?
What kind of decision-maker are you?
How can you make sure decisions are
taken and implemented?
What type of decision-maker are you?
1. Directive: need to be in control2. Analytic: more tolerant of ambiguity3. Conceptual: information+people4. Behavioural: prefer consensus
Strategies for international meetings
• Adapt: to the expectations of others• Blend: be flexible and mix approaches• Co-create: develop a new/unique meeting culture• Divide: ‘my way’ today, ‘your way’ tomorrow• Enforce: tell people to do it ‘my way’
A good participant...
• listens to others respectfully • commits to implementing decisions on time • confirms understanding of decisions • negotiates constructively• disagrees politely• helps the chairperson to facilitate• presents opinions concisely
The aim of facilitation
is to achieve synergy
from diversity
Contents of the book
The Basics
1. Speaking2. Listening3. Non-verbal skills4. Native speakers5. ‘Difficult people’
Face to Face Skills
6. Relationships7. Networking8. Trust9. Influencing10. Decisions11. Conflict12. Feedback
Virtual Skills
13. Emails: the basics14. Emails: advanced15. Telephoning16. Conference calls17. Virtual teams
Email: advanced
‘What is written without effort is in general read without pleasure.’
Samuel Johnson, English author and lexicographer (1709-84)
Building relationships
Influencing business partners
Managing conflict
From: Bill BensonTo: Carole SchlautmannSubject: Jacques Sampers
Carole
I’ve just got back from Manchester where I had a meeting with Jacques. As Jacques’s line manager, I am becoming concerned about how much pressure you are putting him under. You know that he is seen as someone with high potential, but he seems to find working with you very demanding. I’m not sure that you understand the pressure he is under at the moment – he is managing a huge change project.
Anyway, Jacques and I had a long talk today, and he is now confident that he can deliver the results you expect, although we should talk about milestones and deadlines to really make this possible. In future, I think we should communicate more openly to avoid this kind of problem coming up again.
RegardsBill
Email: managing conflict
Don’t react too quicklyWhen you judge something negatively, you are probably imposing your own values on the situation. Remember this when you feel negative emotions appearing. Start the habit of re-reading the emails you receive.
Read for positive intentionLook for any positives, even in emails that seem to attack you (or others). This allows you to respond more positively. There will always be positives if you are open enough to spot them.
Think beyond the person and think about processesEmails that discuss problems may be a sign of organisational difficulties. Jacques is involved in two projects, which may mean that the company lacks resources. Look at the possible systemic issues behind a conflict and try not to see everything as a clash of personalities.
Tips for reading emails
Immediately:
• Engaging materials for reading / discussion, possibly as preparation for skills work
• Tasks which are directly useable in 1:1 and in groups
• Ideas on how to develop own teaching / coaching approach
Coming:
• Resources for classroom activities
• Trainer training courses
What’s in it for you?
Final thoughts
Highly relevant
Shift to strategiccommunication
First step towardsthe future …
Tried and tested