LECCIÓN 1 (GESTIÓN Y LIDERAZGO) INGLES

LECCIÓN 1 (GESTIÓN Y LIDERAZGO)

Decisiones para dotación y contratación de personal / Staffing and Hiring Decisions

EL RETO  /  THE CHALLENGE

INTRODUCTION

>> Elizabeth, would you come in? I have an opportunity to discuss with you. We're looking to launch a new toothpaste. We'd like you to be on the team and I think you would really enjoy it. >> I'll need to assemble my team, right away. >> Welcome to English for Management and Leadership. We'll be your guides for this course. Join us, as we follow Elizabeth through the planning and development of her new project. >> Through interactions with her boss, direct reports, and her other colleagues from departments, you, will use and evaluate business communication strategies in English And, use language effectively. >> In each module, you will have two communication videos and two language videos. With readings that support your understanding, and quizzes that check your knowledge. To reinforce this understanding, you will complete authentic business communication tasks in English. That will be evaluated by your peers from around the world. Are you ready to be challenged? >> Absolutely. I'll have HR write up an offer later effective immediately. And they'll send out an email announcing your new role as soon as that process is complete. This is a really great opportunity and I think you're gonna love it. Are you looking to be challenged? >> I'm not gonna let you down.

1. TENDRÉ QUE ARMAR MI EQUIPO ENSEGUIDA

Hi Gary, as we discussed, I'm building my team for the BioDent Launch. I'm interested in Jake Bright for the Marketing role and Catherine Roland for Finance. What's the procedure for talking to them about these roles? I'm out of the office today but checking my messages. Anxious to get started. Thanks for the help, Elizabeth. >> Elizabeth, I'm happy to help you with this. Let's talk to both of their

managers before mentioning these opportunities to Catherine and Jake. Here's how we should proceed, I'll talk to Catherine Roland's boss for you. In the past she's not been open to losing Catherine and has requested that Catherine not be

considered for other opportunities. I think she may be open to this change

now because the timing is good, Catherine has expressed her interest in making a change. Why don't you go ahead and talk to Jake's boss? I think he will be open

to this conversation, so go ahead and approach him. I'll be in my office at 1:00. Stop by if you have any questions. I'm here to help, Gary. Yeah, sounds good. Okay, bye. Hi, how's it going? >> Good.

How are you? >> Doing well, thanks, yourself? >> I have a few reservations about the two candidates for my team, and I was hoping I could talk them through with you. Do you have 15 minutes? >> I do. >> Did you talk to Katherine's boss? >> I did and she's supportive. She's known that Katherine has been looking for a change for quite a while, and she has no problem with us approaching her about this opportunity. >> Great. Then my only concern is the fact that she has a reputation for being difficult to work with. >> I don't know if I would label her as difficult, although she does have a tendency to dive deep into things. With a little coaching,

she could be a huge asset. I could give you some coaching advice. >> That would be really great. >> Fantastic.

>> I'd appreciate it. >> Now, what about Jake? Did you have a chance to talk to Jake's manager? >> I did and I also talked to Jake, too. >> Was he interested? >> Yeah, yeah he was. >> But? >> How should I put this? He's really passionate about innovation. >> [LAUGH] Yes, this is true. >> Did you know he even published a book? >> Yes. >> [SOUND] I'm happy that he's that excited about a product, but I'm kind of wondering if I can handle his high energy level. And then there's all the talking. >> What do you mean? >> I could barely tell him about the job. He was so busy telling me about the importance of innovation and creative thinking in business. >> I can understand how that would be a challenge. However, he has won four awards in marketing innovations, which I would think would be an asset to the team. >> Okay. So then, do you think with some coaching they would be a good addition to my team?

1. VOCABULARY PREVIEW : STAFFING AND HIRING

1.(adj) crucial: Extremely important- crucial

2.(adj) up-front: Honest and open- franca/o

3.(n) buffer: Words or the way you say something that makes bad news easier to take in- palabras que ayudan aliviar o hacer menos severa las malas noticias

4.(n) compromise: An agreement in which each side gives up some of what it wants- compromiso

5.(n) context: The situation within which something happens- contexto

6.(n) delivery: The way someone says something- cómo se da un discurso

7.(n) demand: A forceful statement that insists something is done- orden

8.(n) guarantee: A promise of quality or truth- garantía

9.(n) innovation: Innovación

10.(n) procedure: The series of actions that are done in a certain way and order- procedimiento

11.(n) staffing: The business function that handles job openings- dotación de personal

12.(n) strategy: A plan for achieving a goal- estrategia

13.(n) takeaway: Something of value to use at a later time- algo valioso para usar después

14.to anticipate: To think something will happen in the future- (prever) anticipar

15.(to be) (adj) prone (to do something): To have a tendency to- ser propenso a; tener tendencia a

16.to have a handle on something: To have an understanding of something- poder manejar una situación

17.to have reservations: To have uncertainty about something- tener dudas

18.to launch: (v) to sell a product for the first time- lanzar

19.to talk something through: To talk about a topic in order understand it; to work through a problem by talking- hablar mas a fondo

20.(v) to be open to: To be receptive to something- ser receptivo a

21.(v) to coach: The act of training an employee where the focus is on skill building or development and not on checking work- entrenar

22.(v) to dive deep (into a topic): To talk about something in depth- hablar profundamente. Ex: Every day, the professor _____ _____ into a different topic.

Part A: Communication Lessons - Direct and Indirect Approache

1.3. DIRECT AND INDIRECT APPROACHES

Welcome back to English for management and leadership. In our last lesson, you learned about the differences between indirect and direct approaches, and when to use them. This lesson, we'll focus more on how to use indirect approach, since it can take a Little more thought to create. Inevitably, in business there are conflicts. We're all human, and humans make mistakes. Though these situations are not enjoyable, they must be dealt with and handled professionally. Let's review again why we use the indirect approach. In which of the following situations would you use the indirect approach? If you begin your message with the bad news, your audience may react so strongly to the news that they stop listening to anything else you have to say. Picture yourself as an eight year old child again. You've just failed a math test. You come home and when your mother asks you about the test, would you say right away, I got a 42%. What would your mother's reaction be if you did? Now of course, we don't want to hide the bad news. Being honest is important in business communication and in life. That's why we use the indirect approach. It can help soften the bad news and still keep your audience engaged. Because communicating bad news is difficult, your indirect message will need more thought and strategy. One effective technique is to use a buffer. A buffer is information that puts off the bad news for just long enough to gain your audience's trust, or to give them some context for the bad news. Now think again about that situation with the math test. When you mother asks you about the test, you probably know that her reaction to your 42% is not going to be good. So your response would probably be something more like, oh, the math test, mom, it was a very difficult test, everyone said it was difficult and. Almost half the class failed it. Did you catch that? You just created a buffer. You have given her some context for the news that's about to come. And hopefully as a result, she will react a little less angrily. And here's the interesting thing. Your mother knows what you're doing. If you had good news about the test, you would have said I got 100% using the direct approach, but you didn't. She knows bad news is coming, even if you didn't say so. But now she has time to take a deep breath and calm herself before she hears your news. Now let's take a look at how you would use buffers and the indirect approach in a business situation. The general pattern for the indirect approach, as it is used in writing, goes like this, start with a neutral buffer. You don't want to start with good news, because it will give your reader false hope that more good news is coming. So a neutral buffer or a show of appreciation for their business is a good way to start. You're not apologizing for the bad news to come. You're simply preparing the reader. The next part is where you give reasons. Many studies have been done about how effective reasons are for communication. People like to know why something is the way it is. Offering reasons will make the bad news easier to accept. Once you've prepared the reader, you give the bad news. It's important at this point to clearly and succinctly state the news. You want to make sure that the reader completely understands the situation. Don't spend too much time on it. This is a little like ripping off a band-aid. Offer if possible a compromise. For example, we can't do this but we can do that. Finally, in your closing, re-direct attention from the bad news. Don't bring it up again. Instead, be courteous, focus on future opportunities, and rebuild good-will. Let's take a look at a short example. Dear Ms. Monroe, Thank you for your interest in the Stone notebooks. Due to current demand they are on backorder. We do have Granite notebooks in stock, and we anticipate being able to ship the Stone notebooks by early next week. If you would like to redirect your order to the Granite notebooks, please contact me at 1.787.555.1234. Sincerely, Jane Binder. This pattern is very typical in writing. Step 1: Buffer, Step 2: Reasons, Step 3: Bad News, Step 4: Redirect and Close. In speaking, the indirect approach may happen more quickly. Going directly from buffer to news depending on how bad the news is. Let's take a look Look at how Elizabeth used buffers. >> I have a few reservations about the two candidates for my team, and I was hoping I could talk them through with you. >> Elizabeth uses this buffer to prepare Gary that she would like to discuss negative or uncomfortable news. This next example is a little longer. >> You know I'm happy that he's that excited about a product, but I'm kind of wondering if I can handle his high energy level and then, there's all the talking. >> The first part is the buffer, and the second part she offers her reasons for the third part which is the negative news. One word of caution about buffers and the indirect approach. Though you are speaking indirectly, don't give your audience the idea that you're avoiding an answer or trying to hide the truth. As a child with a poor math test score, you might have intuitively used buffers as a way to avoid giving your mom the bad news. But in business, the buffer's purpose is to get your listener to trust you. Be honest, even if the bad news may cause anger or hurt feelings. Let's review the takeaways from this lesson. The main pattern for the indirect approach is buffer, reasons, news, redirect. A buffer helps your audience prepare for the bad news. Reasons are a powerful communication tool. People like to know why, state the bad news clearly and quickly. Close by redirecting attention to future opportunities or actions. We'll see you in the next lesson, as we dive into more specifics about making requests with models. Thanks for watching English for Management and Leadership.

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