SOFT SKILLS

COMMUNICATING WITH E-MAIL AND MEMOS

Understanding E-MAIL Messages and memos
An email- the message is communication composed on and sent with electronic mail technology. A memo is a hard or
printed, copy of a document written for people within a single organization. E-mail messages and memos are standard
forms of business communication that inform employees, articulate policies, request information, provide responses,
and verify decisions.

Composing the main elements of messages

Messages should include 4 basics elements

1- A subject line that offers a preview of your message.

2- An opening sentence that communicates your main idea.
3- A message body that explains, supports or justifies your ideas
4- An appropriate closing statement

Elements Do Don’t
Subject line  Summarize the main idea of the  Don’t use vague or
message wordy language
 Use a brief-phrase  Don’t write a complete
sentence
 Don’t use terms, a spam
filter might catch
Opening  Restate the main idea(unless it is  Don't start with a topic
bad news) other than the main
 Make your request or respond topic
directly to a question  Don’t explain before
making your request
 Don’t restate the
request in your reply.
Message body  Focus on a single topic  Don't overwhelm your
 Organize your supporting ideas reader with a lengthy
logically narrative
 Use short sentence, headings,  Don’t include
and lists information that doesn’t
 Include attachments for relate to your main topic
supplemental material
Closing  Include a call to action when you  Don’t omit your contact
are making a request information
 Provide a deadline when  Don’t close abruptly
appropriate
 Summarize long message or end
with a closing thought
Creating Professional E-MAIL Messages
Al though E-MAIL is a relatively new form of business communication, people are beginning to agree on conventions and
general guidelines for creating professional e-mail messages.

Creating E-mail do’s and don ’ts

Message section do Don’t

To and from lines  Include both a name and an e-  Don’t rely on your e-mail
mail address in each line address as the only way
to identify your self
Cc line  Send a copy to people directly  Don't send blanket
involved with the message copies to people who
are not involved with the
message
Salutation  Start with a short greeting  Don’t omit the salutation
or use one that’s too
informal unless you are
writing to a friend or
close colleague
Body format  Use standard capitalization  Don’t use all uppercase
and lower case characters or all lower case text
 Insert blank lines and break  Don't include all of the
up text for readability messages
 Content in one long
paragraph
Closing  Include a call to action or  Don’t trail off without a
deadline, if appropriate conclusion
 End with a signature block  Don’t forget to provide
your contact information

Constructing professional memos

Professional occasionally uses traditional hard copy memos to deliver information within their organizations, though
memos are not as common as e-mail messages. Write a memo when you need a formal or written, a formatted record of
your communication. Unlike e-mail, you should only send memos to others within your organization.

Constructing memos do’s and don ’ts

Memo element Do Don’t
Header  Include standard header  Don’t omit the header
lines formatted in two labels
columns
From line  Sign your initials after  Don’t sign your name at
your name in the form the end of the memo
line
Opening line  Start with your main  Don’t start with a
 idea or request salutations
Body format  Single space the text  Don't double-space the
 Insert blank lines text
between paragraphs  Don’t fill the page with
 Use headings, lists, and one long paragraph
bold to highlight
information

Writing Request Messages

A Request message asks for information or action from someone else. For example, write a request message when you
need to ask colleagues if they are available for a meeting, have the information they could send you, or are finished with
their tasks on a project.

Simplifying meeting requests Many organizations, especially those that have offices in more than one place,
use email to set up online meetings and request attendance. However, employees often have trouble scheduling and
preparing for the meeting when they use it. E-mail alone to send messages requesting meetings integrating e-mail
software with meeting software solves this problem.

Writing Response messages After receiving a request message from someone, you need to send a response to
that request and answer any questions. In fact; much of your professional e-mail communication will probably involve
creating response messages. As in other types of e-mail messages, you should take a direct approach, format for
readability, and use professional, courteous language. Because you are replying to a request, your message should stick
to the topic introduced in the original message, and organize your answers or other responses logically and concisely.

Response e-mail etiquette According to the web site email replies.com, e-mail responses should be governed
by common rules of e-mail etiquette, particularly in the business world. Following e-mail, etiquette helps to convey a
professional image, ensure efficient and accurate responses, and prevent misunderstandings and even legal problems.
Many etiquette guidelines address e-mail responses in particular.

VERBAL COMMUNICATION
Using Vocal Elements Effectively
In a conversation, your voice is the medium or channel; you use to communicate with others. People not only listen to
the words you say but the way you say them-the vocal elements of your speech. Vocal elements include voice
inflections, rate of speech, volume and tone, and can add interest and meaning to your messages. Using vocal elements
that are appropriate for your purpose and audience can make your words more appealing and powerful, causing others
to pay attention to what you say.

Understanding nonverbal language

Besides words and tones, nonverbal cues contribute to the spoken communication process. Body language and non-
verbal signals add meanings to your message. Non-verbal language includes hand and arm gestures, eye contact and
movement, facial expressions, the positions of your body, and your overall appearance. Your audience perceives non-
verbal language as part of your message and uses it to determine how to interpret your words. Being more aware of
body language and nonverbal cues will help you be a more effective listener and speaker.

Nonverbal language dos and don’ts

Element do don’t

Eye contact Maintain eye contact to foster don’t avoid making eye contact with
trust and engagement your listener or maintain prolonged
Contact
Facial
Expressions Smile frequently and present don’t maintain a poker face

a pleasant expression in general

Gestures Punctuate your speech with don’t exaggerate or lose control of

appropriate and meaningful gestures your gestures

Posture Stand and sit with an erect posture don’t turn your back to someone
to communicate confidence and when speaking
Competence.
Physical Establish proximity don't ignore signs that your listener
Distance appropriate for your message is uncomfortable with your proximity
and the audience.

Giving and Receiving Feedback

Giving and receiving feedback is part of the communication process, and lets speakers know that listeners received and
understood the message. As a speaker, you receive feedback about how others perceive you and your message. As a
listener, you can improve communication by providing feedback such as nodding if you understand the message,
paraphrasing to make sure you are interpreting the message correctly, and asking questions if you need more
information. You also give feedback when others ask you to evaluate an idea; event or document. Feedback, in general,
should be positive, objective and descriptive.

Feedback dos and don’ts

Element Do Don’t
Tone  Express enthusiasm and  Don’t sound skeptical or
appreciation demanding
 Praise efforts  Don’t avoid giving
feedback at all
Language  Identify your objective  Don’t use too many
criteria negative words, such as
 Conclude with a positive not, never, and bad.
message  Don’t assign blame
  Focus on solutions and  Don’t overlook solutions
options, not personal  Don’t use ‘’you
qualities “language
 Use ‘’I’’ language
Tact  Consider how your  Don’t fail to show that
listener will receive your you want to make
message improvements
 Listen actively and  Don’t forget about how
completely your listener interprets
 Show understanding by your body language
asking questions and
paraphrasing
 Accept feedback from
your listener
Setting  Choose a private  Don’t interrupt your
location listener
 Look for a convenient  Don’t choose a time
time when the effects of a
negative message might
linger.

Overcoming Barriers to communication

Recall that communication involves sending information that has meaning from one person or group to another,
and that the communication process is only successful when the receiver understands the meaning of the information
that the sender intends. Along the way, obstacles can prevent or disrupt the effective communication of meaning. Be
aware of these barriers so you can craft a message your audience is more likely to receive and understand.

Overcoming barriers do’s and don’ts

Element do Don’t
Language  Choose words that are  Don’t use filler words
familiar, unambiguous, that can lead to
and easy to interpret misunderstandings
 Ask for feedback to  Don't use the language
make sure your listener your audience is unlikely
understands to understand
Nonverbal signals  Match your body  Don’t distract your
language listeners by fidgeting or
 Move with purpose turning away
Media  Choose the medium that  Don’t choose a medium
is right to your purpose that reduces the quality
and audience of the communication,
such as a noisy cell
phone
Physical distraction  Reduce physical  Don’t ignore your
distractions before you listener’s discomfort or
start to communicate put up with barriers such
as a poor telephone
connection
Communicating Ethically
Ethics deals with principles for acceptable conduct, and usually refers to honest, fair behavior and decisions. It also
involves the moral obligations you have to treat others as you want to be treated.

Ethical and legal behaviors often overlap, though they are not the same. When communicating in professional and
business situations, you need to carefully analyze your objectives, choices, and consequences to make a responsible and
ethical decision.

Ethical communication dos and don’ts

Element Do Don’t
Honesty  Choose words that are  Don't use language
familiar, unambiguous intended to deceive
and easy to interpret.
 Disclose all the  Don’t hide information
information your listener that an audience has a
needs to know to avoid right to know
misunderstandings and
related problems
Balance  Acknowledge the pros  Don’t present a single
and cons of more than point of view
one point of view
Fact and opinion  Distinguish between  Don’t represent your
verifiable facts and your opinion, however
opinions strong, as a fact
Consistency  Send the same basic  Don’t change your
message about a topic to message to conform to
all your listeners what your listener wants
to hear

IMPROVING INFORMAL COMMUNICATION

Communicating informally
Because you communicate informally most of the time, it is easy to forget that any conversations on the job
are still communicated with others in the workplace much of your informal communication is one on one,
meaning that you are speaking with a single person as opposed to a group. This underscores the need to
identify your purpose and audience. Take extra steps to make sure that your message is clear and understood.
Listen carefully and be empathetic when expressing your ideas. Keep in mind that, like all business
communication, the purpose of informal communication within an organization is to inform, persuade, and
promote goodwill.

Obstacles to informal communication

Obstacles Solution for speaker Solution for listener

 Poor communication skills  Use plain English short  Listen actively and
sentences, familiar request feedback
words, and logical frequently
organizations
Secondhand information  Cite your sources so  Seek information from
others can verify your sources, such as direct
information conversation and
official newsletters or
web sites
Distrust of employers or  Communicate more  Provide positive
colleagues frequently and set an feedback when
example by being receiving messages
candid and
 Honor requests for
confidentiality
Competition  Give credit to others  Build teamwork skills
for ideas to develop common
goals
Bias  Use language that  Restate questions or
includes rather than comments using
excludes language that avoids
bias.

Listening actively
Listening is one of the most important communication skills you can develop. Although the higher you rise in
an organization, the more listening you are required to do, most people in the workplace need to improve
their listening skills. Studies suggest that people remember only 25-50% of what they hear in informal
communication. They overlook, disregard, misunderstand or forget the other 50-75 percent. By becoming a
better listener, you can improve your productivity, be more influential, and avoid conflicts and
misunderstandings. The best way to enhance your listening skills is to learn to listen actively.

Improving listening habits

Dos and don’ts

guidelines do don’t
Pay attention  Turn towards the  Don’t be distracted by
speaker your email, phone
 Look directly at the calls, or other external
speaker signals.
 Lean towards the  Don't try to multitask
speaker and complete other
 Maintain eye contact jobs while listening.
with
Them while they are
talking
 Use nonverbal cues  Use your body  Don’t fold your arms
language to signal your over your chest or
interest and attention. clench your hands
 Nod your head, smile  Don’t turn away from
or make other the speaker
appropriate facial
expressions
Give feedback  Paraphrase the  Don’t be critical or
speaker’s ideas argumentative in your
 Summarize what he or feedback
she says  Don’t afraid to
 Refer to notes to ask disagree, but resist
questions about dismissing a message
details because you do
Ask questions  Clarify points of vague  Don’t ask questions in
ideas a hostile manner
 Demonstrate you are  Don’t b afraid to ask ''
carefully Considering a dumb''
speaker’s message or obvious questions
 Use open-ended
questions to elicit
more information
 Use simple closed-
ended questions for
quick clarification

Be open-minded  Allow the speaker to  Don't focus on your

finish thoughts questions, problems,
 Wait to respond until a and goals
speaker is finished  Don’t interrupt the
talking speaker
Respond  Provide appropriate  Don’t criticize the
responses other person
 Be candid and honest  Don’t belittle their
 Maintain an attitude of point of view
respect
 Treat others the way
you would like to be
treated

Managing conflict
When people work together and depend on each other to get their job done, conflicts are inevitable, but not
necessarily counterproductive. Disagreements and misunderstandings are a normal part of every workplace. If
you manage conflict, it can help to clarify goals, enhance decision making and build teams. If left unresolved,
however, conflict can create disruptions in the workplace, reduce morale, and affect productivity. Any conflict
that poses a threat to others should be addressed immediately.

Managing conflicts do’s and don’ts

Guidelines Do Don’t
Develop perspective  Take time to understand  Don’t confront
the problem or another person
disagreement without considering
 Consider how the other their point of view
person perceives the  Don’t belittle the
conflict suggestions, ideas or
 Be prepared to see all contributions of
points of view others.

Acknowledge the conflict  Listen actively and  Don’t assume you

empathetically understand the
 Acknowledge a difference problem
in opinion or a
misunderstanding using
neutral, objective
languages
Keep communicating  Continue to exchange  Don’t withdraw from
information and ideas conflict
 Consider the timing  Don’t try to avoid all
conflict resolution conflicts
conversations
Control your emotions  Apologize for  Don’t intimidate or
unprofessional expressions manipulate others to
of anger get your way
 Maintain your objectivity  Don’t raise your voice
 Take a break as necessary or otherwise lose
control of your anger
Focus on the problem  Discuss the problem and  Don’t blame others for
how to solve it causing the problem
 Demonstrate that you  Don’t reject ideas and
understand other points of suggestions from
view others

Participating In Meetings
A meeting involves three or more people gathering to exchange information, make decisions, and solve
problems. Meetings are a regular part of life in most organizations. Although people sometimes joke about
meetings and the time they require, you should consider those that you attend to be serious business.
Meetings are a major communication channel, a public forum where others evaluate you and offer
opportunities to reach group decisions and build consensus. The way that you act, present your ideas, and
work with others in meetings can advance or stall your career.

Participating in meetings do’s and don’ts

Guidelines do don’t
Arrive early  Show respect and  Don’t disrupt the
demonstrate your meeting if you arrive
organization skills by late
arriving early  Don’t expect the
 Let the meeting leader meeting leader to wait
know if you cannot avoid for you
being late
Come prepared  Be prepared for active,  Don’t sit back and
engaged participation listen to others
 Review the agenda before  Don’t ask the meeting
you arrive leader or participant
 Identify topics of interest to cover material you
or importance to you should already know,
 Bring supporting materials such as the goal of
with you the meeting
Contribute  People a comment,  Don’t interrupt others
suggestion, idea, or other to make your
messages to contribute contribution
during the meeting  Don’t restrict your
 Offer positive, concise contributions to
ideas when appropriate answering questions
Conduct yourself  Maintain a professional  Don’t use overly
professionally demeanor informal language
 Pay attention  Don’t make fun of the
 Provide positive comments meeting or its agenda
 Speak with energy  Don’t act bored with
the meeting
 Don’t criticize others
Allow others to  Keep your comments brief  Don’t withdraw if you
participate and to the points are not interested in
 React positively when the agenda
others speak  Don’t dominate the
discussion
Show respect  Make eye contact with the  Don't work on other
person who is talking projects
 Demonstrate with your  Don’t converse with
body language that you are others
listening actively  Don’t answer e-mail
 Take notes or your cell phone
 WORKING WITH CUSTOMERS
Understanding Customer Service Basics
Successful customer or client service is the lifeblood of any business. An organization can offer promotions and discount
their prices to attract new customers, but repeat business and ongoing relationships are the keys to profitability.
Customer service refers to an organization's relationship with its customers meeting their expectations, listening to their
statements, and solving their problems. Providing customer service involves communicating with your customers,
identifying their wants and needs, and developing customer-friendly procedures to serve them. Customers rate a
company's service according to practical and personal factors.

Basic customer service dos and don’ts

Communication role Do Don’t
Sending messages  Smile and show  Don’t keep customers
enthusiasm waiting to communicate
 Use professional with you
etiquette  Don’t reveal personal or
 Promote goodwill emotional reactions
Listening  Pay attention to content,  Don’t do anything else
not style, and try to while listening
understand the details  Don't assume you
 Control your responses already know the
and maintain a calm, customer's problem
professional demeanor  Don’t focus on
 Wait for the customer to exaggerations or
finish speaking misstatements
 Encourage questions and  Don’t become distracted
additional comments by emotional words
 Show you are actively  Don’t interrupt the
involved with your body customer
language
Responding  Respond to complaints  Don’t avoid contact with
in person, on the phone, the customer
or with a personal note  Don’t hide behind
 Show you care and want impersonal language
to solve the problem

Asking Questions to Understand Problems

Asking questions helps you listen carefully, clarify messages, encourage customer communication, and resolve problems.
Effective questioning means knowing which questions to ask, when to ask them, and how to phrase them. Recall that
part of customer service involves meeting customer expectations, identifying their wants and needs, and solving their
problems. The most direct way to learn about customers' expectations, desires, and problems is to ask questions and
listen carefully to the answers. Two-way conservations build a relationship because they help develop mutual awareness
and trust.
Question dos and don’ts
Question type do Don’t
Open-ended  Encourage the other  Don’t stay from the main
person to articulate topic of the questions
motivations, ideas, and
solutions
Closed  Ask ‘’yes’’ and ‘’NO  Don't ask too many or
“questions to find facts you'll sound as if you're
and details cross-examining your
customer
Follow-up  Paraphrase to make sure  Don’t pretend to
you understand the understand
message
Feedback  Discover what is  Don’t compete with a
important to the customer for the best
customer and whether idea
they are satisfied
Coping with Angry customer
At some point in your career, you will confront an angry customer, especially if you deal directly with the public, The
customer might be angry because your company failed to meet their expectations, made an error, otherwise caused
problems for them. You need to confront the problem immediately and defuse their anger.

Handling anger do’s and don’t

Element Do Don’t
Reaction  Respond as soon as  Don’t take the anger
possible personality
 Focus on the objective
reasons for the  Don’t talk to the
customer's anger customer in a public or
 Choose a setting where noisy place
you can listen to the
customer
Apology  Express regret  Don’t admit blame if it
 Explain what you will do might be grounds for a
to prevent a recurrence lawsuit
 Don’t offer a standard
impersonal apology,
Conclusion  Explain how you will  Don’t minimize their
help problem, even if is
 Connect the customer to common
someone who can help  Don’t forget to thank the
 Demonstrate that you customer
take their concern
seriously
 DEVELOPING PROFESSIONAL TELEPHONE SKILLS
Exploring Professional Telephone Communication
In the workplace, you use the telephone to communicate with customers, colleagues, superiors, suppliers, and others-in
short, everyone with whom you have a professional relationship. In some cases, such as when working with customers
in other locations, the telephone is your primary channel for communication. The success of your business relationships,
therefore, depends on your phone skills.

Telephone communication dos and don’ts

guidelines do don’t

Choose the telephone  Establish or enhance a  Don’t call when you

relationship might interrupt someone
 Respond to a matter  Don’t ask someone the
quickly answer to a question
 Avoid a time –consuming you can find your self
cycle of e-mail messages  Don't set up routine
 Use this channel when meetings or introduce
others prefer it topics others need time
to consider in a phone
call
Identify yourself and the caller  Use caller I D  Don’t answer a business
 Offer your name and phone with a curt “yes”?
affiliation when you or even “Hello”
answer the phone  Don’t chew gum, eat or
 Ask for the caller’s name drink while you are on
and affiliation the phone
Use oral, not visual, cues  Use a positive tone of  Don’t prop the between
voice your shoulder and ear
 Animate your voice  Don’t let your voice
 Speak slowly and clearly communicate fatigue,
 Moderate the volume of discouragement, or
your voice aloofness
 Smile as you speak  Don’t turn away from
the phone while talking
doing so changes the
volume on the receivers
end

Consider technology  Take advantage of  Don’t assume your

advances in telephone contact has the same
technology technology that you do
 Placing Telephone Calls
Placing a telephone call involves accessing a dial tone, entering the phone number of the person you

Want to contact, waiting while the recipient's telephone rings, and greeting the person who answers. Unless your
recipients are expecting your call, consider that you might be interrupting them and disrupting their work. Respect other
people's time when using the telephone by planning an agenda for the call, providing information when you introduce
yourself, and conducting the call with efficiency.

Placing phone calls do’s and don’ts

Element do Don’t

Planning  Create a brief  Don’t lose focus or the thread

agenda of the conversation
 List questions or  Don’t overlook the purpose or
topics you want audience of your call
to cover  Don’t call when it might be
Inconvenient for your recipient.

Dialing  Dial calls carefully  Don’t dial while you are

 If you misdial, apologize distracted with other matters
and explain you reached  Don’t hang up without
the wrong number apologizing if you dial the
wrong number

Ringing  Let the phone ring at  Don’t hang up prematurely

least six times

Introducing yourself  Start by announcing  Don’t assume your recipient

yourself by name and will recognize your voice
affiliation  Don’t fail to identify yourself if
 Ask for the person you you are answering the phone for
want to talk to by name someone else

Explaining the purpose of your  Explain why you are  Don’t assume that because
call calling someone picks up the phone
 Ask if this is a convenient that they are not otherwise
time for your recipient occupied
 Don’t exchange pleasantries
or chat during an unsolicited
business call

Concluding  If you placed the call, take  Don’t interrupt or talk over
responsibility for ending the other person after you
 it. have fulfilled the purpose of
 Listen for signals that the your call
other person wants to end  Don't forget to thank people
the conversation for taking the time to speak
with you

Receiving Telephone calls

The way you answer your telephone creates an immediate impression, especially if it is your first contact with the caller.
When answering the phone in the workplace, identify yourself to let the caller know whom they reached, establish a
friendly tone for the conversation, and be responsive in general.

Receiving phone calls do’s and don’t

Element do Don’t

Answering  Answer promptly, such  Don’t risk missing an

as within three rings important call

Greeting  Start with a standard  Don’t use expressions

greeting such as '' such as ’’yes? ’ ’’ Huh-
Hello'' '' Good huh’ or your last name
morning, "or "Good
afternoon''
Talking and listening  Focus on the caller  Don’t check your e-mail or
 Sit up in your chair and do something else that
turn away from your distracts you from the call
desk and computer  Don’t answer the phone
 If you receive a call at with anything in your
an inconvenient mouth
time, offer to call back  Don’t let a phone call
later interrupt you

Using Voice Mail

People expect someone to answer the telephone when they call during normal business hours. However, it is
unreasonable to expect that you will always be at your desk. Some companies employ receptionists to answer
calls for people in the organization. More often, businesses use answering machines and voice- mail systems
to accept messages when you are unavailable Voice mail system connects telephones to computers that store
messages. They play a prerecorded announcement to callers and allow them to record a short message. When
setting up and using a voice –mail system, be aware of the following guidelines to improve your caller’s
experience.
Using voice mail do’s and don’ts
Element do Don ’t
Outgoing message  Record a personal greeting  Don’t use the standard
 Keep the message concise greeting that ship with voice
and direct –mail systems
 Start with your name  Don’t let someone else
 Outline the steps callers record the outgoing
should follow when leaving message
a message  Don’t include unnecessary
 Use a general message for information or state the
daily purposes obvious, as in ’’ I ’’ m not
 Let callers know if you will available to take your call
be out of the office for  Don't mention specific dates
more than a day for generic outgoing
 Suggest callers messages
contact someone else in
your office

 Check new messages  Don’t wait for more than

Returning calls regularly one business day to return a
 Respond to messages call
promptly  Don’t lose track of when you
receive messages

Leaving Professional Messages

When you place telephone calls, you are frequently connected to a voice- mail system. The person you are
calling might be out of the office, on another line, or out of range of their cellular carrier's service area. When
this happens, you can leave a message for the person you are calling Leaving a professional message increases
the likelihood that your call will be listened to and returned on time.

Leaving Message to do's and don'ts

Element do Don’t

Style  Speak slowly and  Don’t rush your name

clearly and phone number

 Don't force people to

 Give your recipient playback your
time to write down message to hear
your name and phone essential details
number
 Content  Provide your name  Don’t assume your
and phone number at recipient has your
the beginning and end phone number
of the message  Don’t leave a long or
 Include the date and complex message
time that you called  Don’t assume the
 Keep it short- 15 to 40 system will record the
seconds is long date and time of your
enough call
 Don’t reveal your
frustration at having
to leave a message

Taking Calls for Other People

On occasion, you probably answer calls for someone else in your office. This may be a routine part of your job,
or you might help answer phones as the need arises. In either case, remember that you are representing
someone else and should handle the call as professionally as you can

Taking calls dos and don’ts

Element
do don’t
Greeting  Greet the caller by  Don’t pretend to be
providing the name of the person you are
the person you are answering for or fail to
answering for and identify yourself
your name.
Message  Write down messages  Don’t provide
following a standard unauthorized details
format  Don’t rely on memory
 Verify the phone  Don’t step in and offer
number and name to try to resolve an
 Provide messages to ongoing problem
others as soon as they  Don’t offer trite
return excuses

Developing Cell Phone Etiquette

Estimates by the United Nations suggest that over 4 billion people subscribe to cellular telephone service.
Some industrialized nations have more cell phones than people because cell phones let you accept and make
phone calls nearly any where they demand a special set of guidelines so that you use them without disturbing
others or distracting yourself.
Cell phone dos and don’ts

Element do don’t

Volume  Stay at least 10 feet  Don’t feel you need to

from others when you raise your voice when
are talking on a cell talking on a cell phone
phone in public  Don’t use an
 Use a standard unprofessional or loud
ringtone that ringtone
Plays at a low volume  Don’t let your cell
 Turn off the phone phone interrupt a
during an professional gathering
Interview, meeting, class or face to face
or conversation conversation

Conversations  Maintain  Don’t discuss private

confidentiality or business matters in
 Set calls to transfer to public
voice mail when you  Don’t let cell phone
are having face-to-face calls interrupt a live
conversations conversation.
 Turn off the phone  Don’t use the cell
while driving phone while driving
 Pullover it and you
must make a call while
driving
 MAKING FORMAL PRESENTATIONS
Planning Effective Presentations

Mark Twain once observed that'' It usually takes me more than three weeks to prepare a good impromptu speech'' you
also need to carefully plan and prepare your oral presentation When asked to speak Time invested in planning will pay
off as you develop, rehearse, and finally, deliver your speech. Regardless of your topic, audience, or forum, the following
guidelines will help you craft an effective presentation.

Details

Keep the following guidelines in mind when you are asked to speak publicly

Refine your message –

As you start planning your presentation, write your main idea on a piece of paper the size of a business card if you can't
fit your message in that space, it is too complicated.

A good presentation includes a simple main theme that can be supported by several points or ideas.

Know the purpose of the presentation so you can refine the message.

Anticipate your audience –

As you begin your planning, carefully consider who your audience will be who are they? Why are they listening to you?
How familiar are they with your topic? What will their interest level be? What should they take away from your
presentation?

Answer these questions before you begin, and keep the answers in mind as you develop and deliver your speech.

Ask what your manager wants --Your manager or meeting planner asked you to speak for a particular reason. Meet with
them to identify what they want you to accomplish. Clarify the expectations of your speech or presentation, including
details such as the number and type of people in the audience, how long you should speak, and the scope of your
content if appropriate, consider the other topics on the agenda to be sure your material fits with the rest of the
program.

Budget enough planning time—Inexperienced speakers tend to underestimate the amount of time it takes to develop
and rehearse a formal presentation. Professional speakers often budget 10 or more hours of preparation for one hour of
actual delivery.

Anticipate the extras –As you develop your speech, plan for the materials you will need to support your presentation.
Don't assume that a projector, laptop, or microphone will automatically be set up to find out who is responsible for
these and notify them of your needs in advance.

Check on your support materials before the meeting starts and have a backup plan in case something falls through.

Developing Presentation Content—Unlike the president of the United States and executives from major companies, who
rely on professional speechwriters to develop their presentations and press releases, you are your own speechwriter
and develop your own material. Fortunately, effective presentations
Follow a simple three-step formula you can adapt to your situation.

Essential elements

1-Include the 3 major parts of a speech

 The opening
 The body
 The conclusion

 Show your organization to the audience :Give your audience a simple map to follow so they can anticipate the
format of your presentation. Doing so helps them understand what you are going to say next.
 Create a storyboard of your presentation: A storyboard is a planning tool that makes it easy to visualize your
speech and edit it.
 Write for the ear: The audience will be listening to your presentation and absorbing most of your message as
oral communication. Keep your language simple, direct easy to understand.
 Include attention- getters: It helps the audience to maintain their focus by including attention-getting devices
every 3to 4 minutes in your presentation. Such as pictures, props, video clips, stories, short activities.
 EMOTIONAL QUOTIENT EQ
 Emotional quotient refers to a person's ability to understand his or her emotion along with the other person's
emotions.
 EQ implies the level of a person's emotional intelligence.

INTELLIGENCE QUOTIENT IQ
 Intelligence quotient indicates a person's intelligence level

Abilities
EQ IQ
Identify, evaluate, control and express emotions Ability to learn, understand and apply information
ones own emotions, perceive, and assess other to skills, logical reasoning, word comprehension,
emotions, were emotions to facilitate thinking, math skills, abstract and special thinking, filler
understand emotional meanings irrelevant information.
In the workplace
EQ IQ
Success with challenging tasks, ability to analyze
Teamwork, leadership successful relations, service and connect the dots, research and development
orientation, Initiative, collaboration

Identifies
EQ IQ
Leaders, team players, individuals, who best work Highly capable or gifted individuals, individuals
alone, individuals with social challenges. with mental challenges and special needs.
EQ is the ability to validly reason with emotions and to use emotions to enhance thought. It is partially determined by
low a person relates to others and maintains emotional control.

Emotional awareness is best inculcated from an early age by encouraging qualities like sharing thinking about others,
putting oneself in another person’s shoes, giving individual space and the general principles of cooperation.

IQ is a score received from the score received from standardized assessments designed to test intelligence.

What‘s more important IQ or EQ?

There is a differing perspective on whether EQ or IQ is more important. Those in the EQ Camp said.
‘’ A high IQ will get you through school, a high EQ will get you through life.”
Studies show a direct relation between higher EQ and successful professionals. People with high EQ generally
achieve more, excel at teamwork and service and take more initiative.
 CAMPUS TO CORPORATE

Campus Corporate

 Only learning takes place  Clearing takes place while earning

 Create the foundation for the Future  Build the career & hence the future

 A student enjoys more freedom  An employee has to be more

responsible

 Exams are the major qualifying criteria  Evaluation is done on a daily basis

 Practical is 25% up to you and don't affect  Practical is 100% highly interlinked
others

Business Etiquette
Communication

55%-- body language

38% -- Tone

7% -- words

Introduction and first impression

Greeting: Greet with a smile one can use hello, hi or good morning, good afternoon, etc depending on the
time of the day

Punch Introduction: The introduction should be such that the second person is Curious to know more about
you and leaves a good impression of you.

Name tags: The best way to wear a name tag is on his/her right shoulder.

Eye contact: Always maintain eye contact with the communicator but do not stare.
Handshake

 Get a good web to web contact

 Avoid wearing many finger rings that might cause pain or discomfort
 Always extend your hand properly, right hand preferably
 Make sure the hands are clean
 Release the hand in 2-3 seconds

Body language

 A smile is always more pleasant, facial expressions

 Don’t look very nervous
 Don’t stand /sit with shrugged shoulders
 Acknowledgments (nods, mirror expressions)
 Uncross your arms & legs
 Look calm and approachable

Physical appearance

 Dress appropriately
 Always be well-groomed
 Avoid casual wear for business meetings
 Well brushed teeth and fresh breath
 Clean & trimmed fingernails
 Minimal perfume or cologne.

Hearing V/s Listening

 Keeps an open mind when the speaker is communicating

 Listen twice as much as you speak
 Do not interrupt the speaker let him finish
 Do not jump to a conclusion until the speaker has finished speaking
 Stay away from assumptions

Telephone Etiquette
When placing a call

 Ask if it is a good time to talk

 Keep the time in mind
 Identify yourself
 Be clear about the reason for your call
When answering a call

 Use a friendly tone and greeting

 Ask permission before placing someone on hold
 End calls on a pleasant note
 Make good use of the 3 magical words; thank you, sorry and please
 Never use slangs

Email Etiquette

 Your E-mail address should sound professional

 Greetings (dear, Hello, Hi)
 The subject line should be short and accurate
 Be aware of the tone of the writing Avoid negative references
 Avoid short forms and emotions
 Make sure that the body of the mail is to the point and concise
 Know the spellings, grammar & punctuation well
 Reply to a mail within the requested time

Business Meeting etiquette

 Always be punctual
 Be aware of the agenda of the meeting and prepare well for it
 Knock before entering
 Be attentive
 Keep the cell phones switched off or on silent during the meeting

Dining Etiquette

 Do not rush into dining let the host lead

 Keep the cell phones switched off or on silent while on a business
 Ask someone to pass the food rather than reaching for it
 Avoid loud eating noises such as slurping and burping
 Picking teeth and licking fingers is very unattractive.
 GROUP DISCUSSIONS

INTRODUCTION
Group discussion (GDS) is now being used as an important step in the selection of best and most suitable
candidates from many who applied for the same post both in private and government organizations.

 It is also used as a tool to study the behavioral and attitudinal responses of the participants

DEFINITION

 A GD is a formal discussion that involves six to fifteen participants who sit in a group to discuss a topic
or case given for this purpose.
 Here the group members have to interpret, analyze, and argue, to discuss the topic as a team

DIFFERENCES BETWEEN GD AND DEBATE

 In GD, all the members of the group are expected to deliberate upon the issue extensively
 It is possible to change the stand if they find themselves convinced about the other side of the
perspective
 In a Debate, you are supposed to speak either for or against a motion
 In a debate, the contestant is not supposed to argue for both sides

NUMBER AND DURATION

 Six to fifteen members in a group

 They are asked to sit in a circular, semi-circular, or Unshaped seating style
 They are given fifteen to forty-five minutes to discuss a topic or case depends upon its nature

PERSONALITY TRAITS TO BE EVALUATE

 Reasoning ability
 Leadership
 Openness
 Assertiveness
 Initiative
 Motivation
 Attentive listening
 Awareness

Reasoning Ability: It helps you to express ideas and opinions in a convincing and rational manner.The golden
rule is that when you present your ideas with proper reasoning and argument, you have a better score.
Leadership: leadership in GDS is never pre-defined. It is through the person's performance that he/she
emerges as a leader in a GD. This person must display qualities such as clarity, objectivity, perception, poise
and communication skills.

Openness: In GDS, you must be open to the ideas of others as well as to the evaluation of your own ideas that
is what flexibility is all about.

Assertiveness: you must put forth your point to the group in a very emphatic, positive, and confident manner.
An assertive person displays positive body language, both while speaking and listening to others.

Initiative: you should initiate a GD only if you are well-versed with the topic if you start and fail to contribute
at regular intervals; it gives the impression that you started the GD just for the sake of the initial points.

Motivation: A leader and good team member not only participate in the discussion but also encourages others
to do so. This will reflect your positive trail.

Attentive listening: you should listen carefully to others when they present their views. This will help you in
two ways. First, it will help to understand the ideas presented and second, you can get your ideas analyzed by
others.

Awareness: As an educated person, you are required to be aware of the things that are happening around
you, be it a political, religious, financial, or social development.

DYNAMICS OF GROUP ETIQUETTE AND MANNERISMS

In any group task –be it a project or presentation or discussion -the behavior of the group really matters

The group members tend to have a difference of opinions it is important to keep the purpose gold or task in
mind and bring the discussion back to the stated focus.

Following are some of the points you should keep in mind to exhibit your positive group etiquette

1) Being friendly and approachable

It is important that yours co-participants find you approachable and easy to talk to

2) Encouraging participation from co-participants

Only a cooperative and conducive environment will encourage healthy participation from the group
members in a GD. GDS are held not just to test your language skills and general knowledge, but also to
see how you tackle the varied situations.
3) Avoiding emotions
Emotions are common and natural to human nature. However, it is not desirable to overplay your
emotions, particularly in a GD. It is best to stay calm even when provoked. Do not make any personal
comments during GDS.
 4) Avoiding peer discussion

Whatever information you intend to share, it should be addressed to the entire group and not to one-two
members.

5) Leadership

In a GD no one walks in with a designated tag to be the leader of the group, anyone can emerge as the leader,

provided he/she showcase some such qualities during the discussion some of these are as follows.

 Clarity
 Objectivity
 Discernment
 Expression
 Composure
 Erudition
 Maturity
 Amiability
 Patience
 Motivation

TYPE OF GD

1] Topic-based

2] Case-based

Topic-based GDS can be divided into 3 types:

( i ) Factual topics: These are related to day socio-economic facts or environmental issues

E.g.: Growth of Tourism in India

Higher education in India

(ii) Abstract topics: These are given at a higher level and are intangible in nature. You need to approach these topics
with innovative and lateral thinking.

E.g.: Blue is Better than Green,

Money makes you poor

(iii) Controversial topics: These topics are controversial in nature. Participants are bound to have divided opinions.
These are given so as to observe the maturity level of participants on such issues. You should not give a narrow
interpretation of the issues being discussed.

E.g. : Reservation should be Abolished in India, women are unfit for Defense services.
OPENING OF A GD

 You should open the GD only when you have enough points to set it in motion
 Any of the participants can initiate the discussion, but always they to speak and Contribute as early as possible

SUMMARIZING A GD

 Just as the beginning of a GD IS Crucial, so is its ending

 If you plan to conclude the GD, keep it brief and concise

SOME TIPS FOR GROUP DISCUSSIONS

DO’s Don’t
 Sit comfortably  Be in a hurry
 Keep track of time  Be silent
 Share time fairly  Dominate vocally/physically
 Encourage participation from others  Assume the role of the chairperson
 Rope in the reticent/diffident ones  Be belligerent
 Listen to the topic  Take extreme stance
 Organize ideas  Look at evaluators
 Speak at the earliest  Put up a lackluster performance
 Exude ebullience and spark  Be curt and dismissive
 Allow supports to back your ideas  Appear to be impatient
 Sound cogent and convincing  Indulge in peer discussion
 Look stubborn/snobbish
 Avoid reproach  Move /shift excessively
 If derailed, bring it back to the track  Speak fast
 Look relaxed and comfortable  Digress and deviate
 Be friendly and approachable  Indulge in debate and altercation
 Identify supporters/opponents  Get emotional
 Maintain eye contact  Use slang
 Connect to the ideas of others  Thrust greatness upon yourself
 Avoid skirmishes and heated debates  Be overawed by bulldozers
 Aim for a conclusion in the absence of  Ever start your GD with a decisive, firm
consensus stand or a conclusion
 Reveal and induce camaraderie  Throw all ideas at one shot
 Feel and reveal keenness to share  Feel trapped or scared
 Transcend personal choices  Appear immune or nonchalant
 Take mental notes
 Provide vital points
 Steer the discussion smoothly
 JOB INTERVIEWS
DEFINITION

The word 'Interview' comes 'inter ' and 'view' Inter means in between and 'view' means to see. In fact, an interview is
a process in which the employer gets an opportunity to see whether the candidate is suitable for the position vacant and
the candidate tries to prove that he/she processes the desired skills and knowledge.

PROCESS

In a typical job interview, there is a panel that consists of three to four people who sit on one side of the table and a
candidate who sits on the other side. During a job interview, the interviewers ask the candidate questions about his/her
job history, personality, work style, and other factors relevant to the job.

THREE –STEP PROCESS

 Gathering information
 Establishing a rapport
 Closing the interview

Gathering information: The interview process requires you to first gather information regarding the company where you
are planning to have an interview.

Establishing a rapport: You need to know the total turnover, the product and services, number of employees, its
branches, work culture, and plans of your prospective company. This will enable you to establish a quick rapport with
the panel members.

Closing the interview: you need to be well prepared for the closing. It is possible that you might be asked to ask a
question and think about your closing remarks when the interviewers tell you that your interview is over. You should be
able to achieve 4 objectives at the close of the interview:

 Make it clear that you want the job

 Set the stage for the next step
 Create a final good impression
 Get an actual offer

STAGES IN JOB INTERVIEWS

 Screening of application
 Appraisal of curriculum vitae (CV)
 Competency tests/technical Know-how
 Psychological tests/aptitude test
 Group discussion (GD)
 Negotiations
 Medical test
TYPES OF INTERVIEW
Telephonic/phone interview: A common initial form of interview is the telephonic interview, This is an interview
conducted over the telephone or mobile phones

Technical interview: The experts on the panel try to assess tour knowledge in the subject domain. They ask you
questions related to various fundamental concepts involved, their application, and your ability to relate your knowledge
in other related fields.

Behavioral interview: This type of interview is based o the notion that a candidate's past behavior is the best indicator of
his/her future performance. Here the interviewer asks the candidates to recall specific instances where they were faced
with a set of circumstances, and how they reacted.

E.g.: for behavioral interview questions:-

1-Tell me about a project you worked on where the requirements changed midstream. What did you do?
2-Tell me about a time when you took the lead on a project. What did you do?

Stress or skeet shoot interview: The candidate is asked a series of questions by panelists in rapid succession to test
his/her ability to handle stress filled situations. Questions about handling work overload, dealing with multiple projects,
and handling conflict are typical.

Psychometric/Aptitude test: In this test, almost fifty to sixty questions are asked to assess whether the candidate has the
desired aptitude and knowledge.

Desirable qualities:

 Clarify of thought
 Balanced point of view
 Logical thinking
 Sincerity
 Capacity to conceptualize
 Presence of mind
 Cool composure
 Maturity
 Openness
 Good understanding of fundamentals

PREPARATION
Preparation for a successful job interview requires the candidate to do the following:-

1} Know the company: Researching a company about its products and services is essential before you go for an
interview

History: Gather information about the company you want to work for

Projects are undertaken: what are its significant projects?

What kind of benefits does it reap from those projects?

Growth: The candidate should try to find out details such as: what are its growth prospects in the future? what is its
growth rate

2) Know yourself:

 Strengths and uniqueness – you should always try to know your own strengths and weaknesses.
 Competitive advantage – Showing yourself as qualified for the job is one important element, but you need to
win the person over and ensure that he/she is also impressed, both by your knowledge and your personality.

3) Review common interview questions;

 Tell me about yourself?

 What is your greatest strength?
 What is your greatest weakness?
 Are you a team player?
 Explain how you would be an asset to this organization?
 Why should we hire you?
 Why do you want this position?
 Where do you see yourself five years down the line?

4) Prepare questions you want to ask the interviewer:

Employers are as interested in your questions as they are in your answers. Ask intelligent questions.

Examples:

 If you hire me, what would be my first assignment?

 Would you please tell me about the people I will be working with?

USING PROPER VERBAL AND NON- VERBAL CUES

Here are a few verbal and non-verbal tips required before, during and after an Interview:

1) Before you leave for the interview, make sure you are dressed professionally, neatly groomed,& your shoes are well
polished

2) It is always better to walk with your head up to show your confidence.

3) Your handshake should be strong and firm

4) Sit up straight with your hands relaxing completely

5) Don’t sit on the edge of your chair. It shows that you are tense

6) Maintain eye contact with the interviewer

7) Don’t forget to smile occasionally

8) Don’t move your legs a lot

9) Do not rest one leg or ankle on top of your other knee

10) At the end of an interview, stand up and shake hands while you thank the Interviewer for the opportunity

11) Avoid speaking in a monotone

12) Ensure that your voice does not sound apologetic or nervous.

EXHIBITING CONFIDENCE

Lack of confidence will mess up your chances of getting the job. Make sure that you Exhibit confidence when you are
being interviewed for a job. The interviewer will take Your lack of confidence as a sign that you may not be able to
handle the job.

TIPS FOR SUCCES

DOS

1) Find out about the company

2) Practice

3) Greet interviewers enthusiastically

4) Dress smartly

5) Be mentally alert

6) stay positive

7) Focus on what you have to offer, not what you want

8) appear confident

9) Be prepared to ask the interviewer questions

10) Thank the interviewers before leaving

Don’ts

 Don’t tell lies

 Don’t blame your circumstances
 Don’t find faults with your earlier employer or company
 Don’t make tall claims about your skills
 Don’t fidget about in your chair
 Don’t use vocalized pauses while answering
 Don’t look down
 Don’t bluff about issues you are not aware of
 Don’t keep on simpering sheepishly or answer emotionally
 Don’t exhibit your nervousness
LIST OF QUESTIONS ASKED FREQUENTLY DURING INTERVIEWS

1) Tell me about yourself

2) Why have you applied for this job?

3) What do you know about this job or company?

4) What are your major strengths?

5) What is your greatest weakness?

6) What type of work do you like to do best?

7) What motivates you to do your best on the job?

8) What is your interest outside of work?

9) How do you handle stress full situation?

10) How do you define success?

11) Why are you here?

12) What salary do you expect?

13) What are your hobbies?

14) What can you do for us?

15) How long do you plan to stay with us?

16) Who is your role model?

17) Do you read newspaper every day? If yes, what is the major news item today?

18) Where do you see yourself five years down the line?

19) How do you handle an ethical dilemma?

20) Can I afford you?