Business communication book PDF
"Good time of day", "Colleagues, we are submitting a report tomorrow", "Thank you in advance", "Have a good weekend" — such familiar phrases for corporate letters are frankly infuriating today. Why is this happening and how to get rid of annoying clerks? The authors of the sensational hit in their business communication book PDF have released another book. It teaches you to respect the addressee and take care of his interests without using cheap manipulations and fake politeness. You will learn how to make your correspondence with colleagues and partners simple, understandable, and most importantly – productive. The manual contains dozens of illustrative examples of written communication in the format: so don't do it / it's better this way. This will help to look at your messages from the recipient's side and translate the conversation into an effective channel.
Business communication books
It is generally believed that at work you need to remain calm in all situations and always keep your emotions to yourself. At the same time, ignoring and suppressing feelings is harmful to health and productivity. The book by Liz Fosslien and Molly West Duffy will help to find a balance in this issue. She teaches you to hear yourself and direct your reactions in the right direction. This ability is the same emotional intelligence (EQ), which actually affects success even more than IQ. The authors of the manual in an accessible and ironic manner tell how to establish normal relations with colleagues and be an effective employee. And they also help to master the art of apologies, which is useful not only in the office, but also in relationships with loved ones.
The ability to negotiate is one of the key competencies of a modern business person. The better your negotiation skills, the more chances you have for a successful career, business, and personal life. As well as reducing the cost of buying various things. For example, when I bought my car, I received a set of motorists, mats, a DVR and a discount for the service to the maximum discount. What did the seller get at the same time? Probably nothing. As a specialist who has been negotiating on behalf of his employers as a buyer for ten years, I can say that the level of this seller is the same as that of most of his colleagues. There are few real professionals who are able to conclude successful deals and win tenders, both in the b2b and b2c markets.
Where can I get knowledge of the art of negotiation? There are several sources. The first is the masters of making deals. The second is children. Their persistence and sophistication in getting what they want is often admired. The third is courses, trainings, clubs. And the fourth way is books. They can provide information about existing methods of negotiation. And also choose the most suitable for you.
Gavin Kennedy, "You can agree on everything!"
In the school of negotiators, this book should be passed in the first grade. For those who do not know that the first offer should always be rejected, life will put a solid two in the form of an empty wallet. The book has many recommendations on how to react when a price is called to you. The simplest thing is to demand a unilateral concession. This technique is often called "crunch". By applying this method, I have saved millions for my employers. I also use this technique in my personal affairs. with his help, over the past couple of months I have saved money by buying a child car seat, banking, training and a gift to my beloved wife. Not bad, considering that I got all this only by telling the seller that I want a discount.
There are 26 chapters in Gavin Kennedy's book, each of which deals with one or another technique, as well as there is a test or an interesting task. It is written with humor, and I have read it several times with pleasure. But if you don't like the author's style and harsh techniques, then very briefly Mr. Kennedy's thought sounds like this. In negotiations, the main word is "if". If they want something from you – concessions, discounts, additional services – then be sure to demand something in return.
Jim Kemp, "Say no First"
This book largely complements the recommendations of Gavin Kennedy. The authors argue only about one thing – what the main word should be in the negotiations: "no" or "if". After reading both books, you will learn about dozens of techniques that will be enough for you to work. This is provided that negotiations are not your profession. How will Jim Kemp enrich your arsenal? He writes a lot about what can and cannot be said. He also explains how to ask questions in order to get truthful information.
The book presents a wonderful "3+" technique. It implies that you are asking the same question with different formulations. Do this until you hear the same answer at least three times. I use it when, for example, I want to find out who on the seller's side can really give a substantial discount. The questions are usually the following: "Who formulated the proposal for us? Who did you consult? Who confirmed the offer?". And so on until you reach the top of this pyramid. Then you will have to find out on what basis the decision is made by this person or several employees whose competence it is. Don't be afraid to look a little clueless by asking your similar questions. Your "strangeness" will only relax your opponent, as it usually happens.
The uniqueness of Mr. Kemp's work also lies in the fact that he describes the budget of negotiations: a certain amount of resources – time, money, energy and emotions that have to be spent to come to an agreement. Overall, this is a very useful book.
Business communication practice
At one time, I bought tools and consumables for one factory. The seller's representative tried to sell me each screwdriver at such a price, as if it was made of gold, and I proved to him every time that the price was a ruble per bag. It should be noted that the system was fine-tuned for me so that once I received a discount on a particular product, I never bought it more expensive. But this time I had to buy something new, and a fierce battle began. It was important for the seller to sell more expensive, for me, as a buyer, to buy cheaper. And what could be done? But we started analyzing the situation. It turned out that the supplier had a plan according to which he had to sell me a month for a certain amount. My needs were sufficient to cover his plan. As a result – an agreement that I take the amount of the monthly plan and get the maximum possible discount on everything! I'm sure it was a great deal.
The Harvard Method – continued
The second important stage of negotiations on the Harvard method is finding objective evaluation criteria. If we are talking about the price, then we are looking for objective indicators of why the opponent offers exactly this amount. For example, buyers of oil or securities may be dissatisfied with the cost of these goods. But at the same time, they do not feel that the price is unfair, because on their computer monitor they see the alignment of the entire market. But what if you buy an apartment? It is worth asking why the seller assigned this or that amount. At the same time, it is not necessary to declare that it is overstated. Your starting position is the desire to make a fair deal at the market price. You need to find together with your opponent the criteria that will be objective for both you and him. These indicators can be, for example, the average price per square meter or the last few transactions with neighboring apartments.
In addition to direct instructions, the book "Negotiations without defeats" has tips on how to work with differences in the perception of the situation, to persevere in defending their interests and not to spoil the relationship, how to respond to the provocations of the opponent and seek solutions together with the other side.