Provides managers with real-life situations, sample dialogues and practical tips on how to say the right thing to employees at just the right time. The scripts cover performance appraisals, coaching shy employees, dealing with hostile employees, taking corrective action and many other tough situations on the job.
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Book Description
Editorial Reviews
Review
" ""Read it before you need it.""
--Detroit Free Press"
Book Description
"In difficult situations, words often fail. Now managers and supervisors can use this unique book as a way to prepare, plan, and even rehearse in advance for sticky situations. It presents actual ""scripts"" --- sample dialogs tailor-made for specific problems, such as:
disagreeing with the boss * performance
appraisals * coaching * encouraging shy
employees * dealing with hostile employees *
taking corrective action * investigating sexual
harassment charges * firing * layoffs
Using the author's targeted advice, the dialogs, and side bars of key words and phrases, readers will be able to:
* say just the right thing at the right time in the right way
* avoid embarrassment and awkwardness
* build good relationships and defuse conflict
* work with difficult, emotional, or even hostile employees
* guide a conversation to a productive outcome for everyone involved"
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3.0 out of 5 stars
Good books theorectically,
This review is from: Why Didn't I Say That?! : What to Say and How to Say It (Paperback)
A good guiding book, but still it depends on actual situation.
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Inside This Book
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First Sentence:
Whenever you hold a discussion with someone, especially if you're discussing a problem, the following steps will lead to an effective or productive conclusion: 1. Openers Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
performance probation, sales secretary, oral warning, downsizing decision, pregnant silence Key Phrases - Capitalized Phrases (CAPs): (learn more)
Scenario-The Ideal Situation, Fundamentals of Managing Discussions, Scenario-Uncooperative Employee, Solving Problems-Uncooperative Employee, Perfect Fit, Withdrawn Person, Open Up-Difficult Situation, Scenario-Difficult Situation New!
Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Whenever you hold a discussion with someone, especially if you're discussing a problem, the following steps will lead to an effective or productive conclusion: 1. Openers Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
performance probation, sales secretary, oral warning, downsizing decision, pregnant silence Key Phrases - Capitalized Phrases (CAPs): (learn more)
Scenario-The Ideal Situation, Fundamentals of Managing Discussions, Scenario-Uncooperative Employee, Solving Problems-Uncooperative Employee, Perfect Fit, Withdrawn Person, Open Up-Difficult Situation, Scenario-Difficult Situation New!
Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Citations (learn more)
This book cites 4
books:
1
book
cites this book:
- Human Resources (Vocational Business, 4) (Bk. 4) by Keith Brumfitt on page 184
- The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge on page 75
- Effective Communication by Harvard Business Review on page 7
- Sexual Harassment in the Workplace: How to Prevent, Investigate, and Resolve Problems in Your Organization by Ellen J. Wagner on page 137
- The Unofficial Guide to Acing the Interview by Michelle Tullier in Back Matter
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