BUSINESS ENGLISH FIRST IMPRESSION

08/01/2022

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First impression happen quickly.

Meeting a new person or during the
interview process, there may be several
times when you’ll introduce yourself: to INTRODUCE YOURSELF
a colleague, a partner, at the front desk
or reception area, to a recruiter, to the
hiring manager etc.

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-Smile
-Firm handshake, not too strongly
-Keep eye contact
-Introduce yourself with your full name in a
confident voice.
-When they introduce themselves, respond
with, “It’s nice to meet you+First name+I’m
looking forward to working with you

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 Expédition des commandes clients-
Système cible

EFFECTIVE COMMUNICATION

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THE BASIC PRINCIPLES

-Focus on the situation, issue, or behavior, not on

the person.
Verbal Non Verbal
-Maintain the self-confidence and self-esteem of
others.

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Verbal communication is the use of words

to share information with other people. It
can therefore include both spoken and
written communication. However, many
people use the term to describe only
spoken communication. The verbal element
of communication is all about the words
that you choose, and how they are heard
and interpreted.

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 Soft skills

Soft skills Hard skills

Soft skills are personal attributes, typically linked to how you
Emotional Technical
work and interact with others, which are necessary for success
and your career development. Valuable for all jobs Valuable for specific jobs
Not easily learned Learned through training
Regardless of where you work and what job you have, you will Determines your success Minimum requirement
need some soft skills. For many people soft skills are the most
difficult skill-set to develop.

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PERSONAL SKILLS

■ INTEGRITY: Treating others with honesty, fairness and respect

– Demonstrate respect for company’s time and property
– Accept responsibility for one’s decisions and actions

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PERSONAL SKILLS PERSONAL SKILLS

■ INITIATIVE: Demonstrating a willingness to work and seek out new work challenges
– Take initiative in seeking out new responsibilities and work challenges,
increasing the variety and scope of one’s job
– Pursue work with energy, drive and effort to accomplish tasks
– Establish and maintain personally challenging, but realistic work goals
– Strive to exceed standards and expectations
■ DEPENDABILITY & RELIABILITY: Displaying responsible behaviors at work
– Behave consistently and reliably
– Fulfill obligations, complete assignments and meet deadlines
– Follow written and verbal directions
– Comply with organization’s policies and procedures
– Demonstrate regular and punctual attendance

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 PERSONAL SKILLS
■ ADAPTABILITY: Displaying the capability to adapt to new, different or changing
requirements
– Be open to learning and considering new ways of doing things
– Actively seek out and carefully consider the merits of new approaches to work
– Embrace new approaches when appropriate and discard approaches that are
no longer working
– Effectively change plans, goals, actions or priorities to deal with changing
situations
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PEOPLE SKILLS
■ TEAMWORK: Demonstrating the ability to work effectively with others
– Establish a high degree of trust and credibility with others
– Interact professionally and respectfully with supervisors and co-workers
– Develop constructive working relationships and maintain them over time
– Use appropriate strategies and solutions for dealing with conflicts and
differences to maintain a smooth workflow
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PEOPLE SKILLS
■ RESPECT: Working effectively with those who have diverse backgrounds
– Demonstrate sensitivity and respect for the opinions, perspectives, customs
and individual differences of others
– Be flexible and open-minded when dealing with a wide range of people
– Value diversity of approaches and ideas
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PERSONAL SKILLS
■ PROFESSIONALISM: Maintaining a professional demeanor at work
– Demonstrate self-control by maintaining composure and keeping emotions in
check even in difficult situations
– Maintain professional appearance by dressing appropriately for the job and
maintaining personal hygiene
– Use professional language when speaking with supervisors, co-workers and
customers
– Maintain a positive attitude
– Take ownership of one’s work
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PEOPLE SKILLS
■ COMMUNICATION: Maintaining open lines of communication with others
– Demonstrate sensitivity and empathy
– Listen to and consider others’ viewpoints
– Recognize and interpret the verbal and nonverbal behavior of others
– Speak clearly, in precise language and in a logical, organized and coherent
manner
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APPLIED KNOWLEDGE
■ READING: Understanding written sentences and paragraphs in work-related
documents
– Read and comprehend work-related instructions and policies, memos,
bulletins, notices, letters, policy manuals and governmental regulations
– Read and comprehend documents ranging from simple and straightforward, to
more complex and detailed
– Attain meaning and comprehend core ideas from written materials
– Integrate what is learned from written materials with prior knowledge
– Apply what is learned from written material to work situations
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 APPLIED KNOWLEDGE
■ WRITING: Using standard English to clearly communicate thoughts, ideas and
information in written form
– Prepare written materials that are easy to understand using correct wording
– Communicate thoughts, ideas, information, messages and other written
information in a logical, organized and coherent manner
– Use correct grammar, spelling, punctuation and capitalization
– Write in a factual manner in a tone appropriate for the target audience in
multiple formats
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APPLIED KNOWLEDGE
■ SCIENCE: Knowing and applying scientific principles and methods to solve problems
– Understand basic scientific principles
– Understand the scientific method (i.e., identify problem, collect information,
form opinion and draw conclusion)
– Apply basic scientific principles to solve problems and complete tasks
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APPLIED KNOWLEDGE
■ CRITICAL THINKING: Using logical thought processes to analyze and draw
conclusions
– Identify inconsistent or missing information
– Critically review, analyze, synthesize, compare and interpret information
– Draw conclusions from relevant and/or missing information
– Test possible hypotheses to ensure the problem is correctly diagnosed and the
best solution is found
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APPLIED KNOWLEDGE
■ MATHEMATICS: Using mathematics to solve problems
– Add, subtract, multiply and divide whole numbers,and percents
– Calculate averages, ratios, proportions and rates
– Take measurement of time, temperature, distance, length, width, height and
weight; convert one measurement to another
– Translate practical problems into useful mathematical expressions
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APPLIED KNOWLEDGE
■ TECHNOLOGY: Using information technology and related applications and Master
computer skills
– Navigation and File Management
– Understand common computer terminology
– Access and switch between applications and files of interest
– Adhere to standard conventions for safeguarding privacy and security
– Navigate the Internet to find information
– Use searches, boolean search techniques
– Send electronic mail (email)
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WORKPLACE SKILLS
■ PLANNING & ORGANIZING: Planning and prioritizing work to manage time effectively
and accomplish assigned tasks
– Able to plan and schedule tasks so that work is completed on time (meet the
deadline, not being behind the schedule)
– Ability to prioritize various competing tasks
– Demonstrate the effective allocation of time and resources efficiently
– Will take necessary corrective action when projects go off track
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 WORKPLACE SKILLS WORKPLACE SKILLS

■ PROBLEM SOLVING: Demonstrating the ability to apply critical thinking skills to solve
problems by generating, evaluating, and implementing solutions
– Able to identify and define the problem
– Communicate the problem to appropriate personnel
– Capable of generating possible solutions
– Ability to choose and implement a solution
■ DECISION MAKING: Applying critical thinking skills to solve problems encountered in
the workplace
– Identify and prioritize the key issues involved to facilitate the decision making
process
– Anticipate the consequences of decisions
– Involve people appropriately in decisions that may impact them
– Quickly respond with a back-up plan if a decision goes amiss

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WORKPLACE SKILLS WORKPLACE SKILLS

■ BUSINESS FUNDAMENTALS: Having fundamental knowledge of the organization and ■ CUSTOMER FOCUS: Actively look for ways to identify market demands and meet
the industry customer needs
– Understand the importance of one’s role in the functioning of the company and – Understand and anticipate customer needs
the potential impact one’s performance can have on the success of the – Provide personalized service with prompt and efficient responses to meet the
organization requirements, requests and concern of customers
– Recognize the importance of maintaining privacy and confidentiality of – Be pleasant, courteous and professional when dealing with internal and
company information, as well as that of customers and co-workers, and comply external customers
with intellectual property laws
– Evaluate customer satisfaction
– Understand the significance of maintaining a healthful and safe environment
and report any violations/discrepancies to appropriate personnel

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ECONOMIC SECTORS
WORKPLACE SKILLS

■ WORKING WITH TOOLS & TECHNOLOGY: Selecting, using and maintaining tools and
technology to facilitate work activity
– Identify, select and use appropriate tools and technological solutions to
frequently encountered problems
– Carefully consider which tools or technological solutions are appropriate for a
given job, and consistently choose the best tool or technological solution for
the problem at hand
– Operate tools and equipment in accordance with established operating
procedures and safety standards
– Seek out opportunities to improve knowledge of tools and technologies that
may assist in streamlining work and improving productivity

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 Can you name a company in each of these
business sectors?

Telecommunications/Media Banking and finance

Food and drink Engineering Transport Retailing
Pharmaceuticals/Chemicals Manufacturing
Construction IT/Electronics Tourism
Other service industry

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Organisation Chart

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CAREERS
How ambitious are you? Do you have a career plan?
Where do you want to be in 10 years' time?
CAREERS
Which of the following would you prefer to do?
– work for one company during your career
– work for several different companies
– work for yourself/start your own business

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 MEETINGS
Vocabulary

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■ Absent – adj. not present

The vice president is absent due to unforeseen circumstances.
■ Accomplish - verb (succeed in doing)
We have a lot to accomplish today, so let's begin.
A meeting is an event in which a group of
■ Address - verb (deal with; speak on)
people come together to discuss things or make decision. I hope we do not have to address this matter again in the future.

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} Adjourn - verb (close a meeting) } Allocate - verb (assign roles/tasks to certain people)

If there are no further comments, we will I forgot to allocate someone to bring refreshments.

adjourn the meeting here. } AOB - noun(abbr.) (any other business -unspecified item on agenda)

} Agenda - noun (list of objectives to cover in a meeting ) The last item on the agenda is AOB .

Please forward the agenda to anyone who is } Apologies - noun (item on agenda announcing people who are absent; apologies for absence)

speaking at the meeting. Everyone is present today, so we can skip the

} AGM - noun(abbr.) (annual – yearly general meeting) apologies .

We always vote for a new chairperson at the

AGM .

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 } Board of directors - noun (group of elected members of an organization/company who meet to
make decisions) } Brainstorm - verb (thinking to gather ideas)
The board of directors meets once a month to discuss the budget. Let's take a few minutes and brainstorm some
} Boardroom - noun (a large meeting room, often has one long table and many chairs) ways that we can cut costs.
The boardroom is reserved for a managers' } Chairperson/chair - noun (the person who leads or presides at a meeting)
meeting, so we'll have to meet in the lounge. As chair, it is my pleasure to introduce to you, Mr. Allan Davis.
} Clarification/verification - noun (explanation/proof that something is true/understood)
Before we address this matter, I'll need some
clarification as to who was involved.

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} Closing remarks - noun (last thoughts spoken in a meeting (i.e. reminders, thank } Conference call - noun (telephone meeting between three or more people in different
yous) locations)
I just have a few closing remarks and then you will all be free to go. Please make sure I have no interruptions while
} Comment - verb or noun (express one's opinions or thoughts ) I'm on the conference call.
If you have a comment, please raise your hand rather than speak out. } Confidential - adjective (private; not to be shared)
} Conference - noun (formal meeting for discussion, esp. a regular one held by an Any financial information shared during this
organisation ) meeting should be kept confidential.
Before the conference there will be a private } Deadline - noun (due date for completion)
meeting for board members only. The deadline for buying tickets to the
conference is May 25th.

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} Mandatory - adjective (required)

It is mandatory that all supervisors attend } Participant - noun (person who attends and joins in on an event )
Friday's meeting. Can I have a show of hands of all of those
} Minutes - noun (a written record of everything said at a meeting) who were participants in last year's conference?
Before we begin with today's meeting, let's quickly } Punctual - adjective (on time (not late)
review the minutes from last month. Firstly, I want to thank you all for being
} Opening remarks - noun (chairperson or leader's first words at a meeting (i.e. welcome, punctual despite this early meeting.
introductions)
} Recommend - verb (suggest)
As I mentioned in my opening remarks, we have
I recommend that you sit closer to the front if
to clear this room before the end of the hour.
you have trouble hearing.

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 } Show of hands - noun (raised hands to express an opinion in a vote)
From the show of hands it appears that
everyone is in favour of taking a short break.
} Strategy - noun (plan to make something work)
We need to come up with a strategy that will
allow us to have meetings less frequently.
} Unanimous – adj. (in complete agreement; united in opinion)
The vote was unanimous to cut work hours
on Fridays.
} Implement - verb (make something happen; follow through)
It's not a question of whether or not we're going to
use this idea, it's whether or not we know how to
implement it.
} Vote - verb or noun (to express (the expression of) an opinion in a group by voice or
hand etc)
We need to vote for a new vice chairperson now that
Jerry is retiring.
} Wrap up - verb (finish)
Let's wrap up here so that we can get back to our
desks.

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Formal and polite ways to interrupt

How to lead, interrupt and close a • Can I share an idea?

meeting • I would like to add something.

• Can I add…
• I don’t mean to interrupt, but …
• Excuse me, I’d like to say something.
• Sorry to hold the meeting up, but…

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How to interrupt to ask for clarification Preventing an interruption – the participants

• Actually, if you could just let me finish…
• Would you mind clarifying this point?
• Just let me finish, if you wouldn’t mind…
• Sorry, but could you outline the main points again?
• Actually, I’ve nearly finished…
• I’m not sure I understood your point about…
• Sorry, could you repeat that please?

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 How to keep the meeting on time How to summarize the discussion
• We’re running out of time.
• Sometimes, it is necessary to refocus the discussion taking place and briefly
• Unfortunately, we don’t have anymore time to spend on this issue.
summarize important points. Here are some ways you can do this:
• Ok, everyone, we’re almost out of time.
• Can you go into further detail on this please?
• We are getting really behind schedule.
• I’m not sure if I’ve fully understood the main points here…
• Could you summarise the main points of this discussion, please?
• Would you mind summing up what you’ve just said?

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How to close a meeting •How to close a meeting

• We have to bring this to a close.
• When a meeting is winding down, either the Chair or a participant, if there is no
chairperson present, will begin closing the meeting by using one of the following • I don’t think there’s anything else left.
sentences, by asking the participants to come to a decision, assigning tasks and, • Ok. That’s everything on the agenda.
maybe, organizing a follow-up meeting. • Does anyone have anything else before we finish?
• Is there any other business?
• Ok. Let’s finish there. Thank you all for coming and I’ll see you again the next week.

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How to ask for a decision How to confirm and assign tasks

• John, you’re going the report on…
• I really would like a decision before we close the meeting.
• Maria, you’ll get the data and email it to me before the end of the week?
• Can we come to a decision before we leave?
• Olivia, you’ll sort out the arrangements for the next meeting?
• Are we all ready to make a decision?

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 How to set up the next meeting

• Let’s set a time for our next meeting.

• Is tomorrow a convenient day for our next meeting?
• I’ll confirm the date and lcoation of our next meeting by email. SALES AND NEGOTIATION FUNDAMENTALS
• I’ll email you the time of our next meeting.

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Talk to the Right People, How to identify the right and

qualified prospect ?
Sales negotiation can be a source of dread for salespeople. It’s
especially painful when a rep thinks they’ve closed a deal and then Nothing is more disheartening than settling on a deal with someone, only to find out
the prospect surprises them by wanting to “talk about the details.” they don’t have the final say in the decision-making process.

how to identify and reach decision makers early in the sales process?
With the right sales negotiation strategy & sales negotiation ■ Do your research on the company
skills training, even this part of the sales process can remain warm ■ Do your research on key people
and result in a mutually beneficial outcome for all parties. ■ Target the person with the power to take the decision

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Establish the Customer’s Pain,How would you be able Build the Relationship
to identify customer feel and pain ?

Prospects who understand their own pain will be more motivated to Buyers are far less likely to “play hardball” when they’re negotiating with
alleviate it, and less likely to push back on price. someone they view as a trusted partner.

Real-world skilled sales professionals identify customer feel and pain Trust and understand customer feel early in the sales process to reduce
early, bring it to the prospect’s attention, and quantify its financial and negotiation friction later.
emotional cost out loud to the prospect.

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Quantify the Value
When a prospective client clearly understands the value of a solution,
they are much more likely to be willing to pay what it’s worth.
Help your salespeople learn to clearly identify and, when possible,
quantify the value of the solution as differentiated from competitors.
There are great questioning techniques to accomplish this, including the
3-deep strategy.
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Know Your Bottom Line (how far you can go
in negociation)
If the sale does go into a negotiation process, you should be knowing in
advance exactly how low you can go and still result in a win-win situation
for all parties.
This will ensure you don’t make promises in the heat of the moment that
you will later regret.
Selling price-cost of ownership=profit margin
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Listen to What the Prospect Really Wants
Sometimes, the other party will ask for a price discount when what they
really want is not a cheaper solution, but more value, less risk, or simply
the feeling that they’ve gotten “a good deal.”
Faced with a negotiation, sales professionals should step back and listen
carefully for what the prospect really wants. ask probing questions and to
pick up on both verbal and non-verbal communication in order to get to
the true cause of the prospect’s hesitation
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■ Using a 3-deep questioning strategy, the conversation with a prospect to quantify
value might go something like this:
■ Sales Rep: So, you’re having delivery issues with your current supplier. How does
that translate to your business?
■ Prospect: It’s delaying our delivery to hospitals and ambulance drivers who need
and expect the products on time.
■ Sales Rep : What impact does that have on your efficiencies and bottom line?
■ Prospect: We spend a lot of time, energy, and money negotiating the returns and
tracking down deliveries. It’s cutting into our profit margin substantially, not to
mention it creates a ripple that ultimately affects patients.
■ Sales Rep: What would it mean to you to have guaranteed quality products delivered
on time?
■ Prospect: We really want to partner with a high-quality company that can deliver on
time, every time. We spent over $5,000 last year alone on issues relating to returns.
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Stay Calm and Act Like a Partner
Prospects can smell fear from a mile away. After all, prospects are people
and people pick up on non-verbal communication.
Stay calm, confidently stand your ground, and maintain a partnership
approach to the conversation—even if the prospect takes an adversarial
stance.
Remember that the goal is to develop long-term relationships that benefit
both parties.
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Look for Alternatives
■ Price is the most commonly negotiated item in a contract, but it’s not
the only way to find a win-win outcome.
■ look at other options, such as:
-Starting with a smaller initial commitment in order to build trust
-Taking something away from the package to lower the price, or
-Providing more favorable payment terms
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 Be Prepared to Walk Away
Sometimes, even the most skilled sales negotiations go awry.

If a prospect makes unreasonable demands and won’t budge, or if they

simply can’t be adequately served under the terms they need, then it may be
time to walk away.
MANAGE YOUR STRESS

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Rank these situations from 1 (most

stressful) to 10 (least stressful). Then
discuss your choices.
• Making a presentation to senior executives
• Leading a formal meeting
• Telephoning in English
• Writing a report with a tight deadline
• Meeting important visitors from abroad for the first time
• Asking your boss for a pay rise
• Dealing with a customer who has a major complaint
• Negotiating a very valuable contract
• Covering for a colleague who is away
• Taking part in a conference call

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Complete each sentence with an appropriate word

Match the words (1-8) to their definitions or phrase from previous exercise
(a-h). ■ I worked until 11 o'clock at night to meet the…………….for presenting the report.
A- a system where employees choose the time they start and finish work each ■ I work six days a week and never have a holiday. My girlfriend says I'm a ............ .
1-Lifestyle
day ■ Karl has a heavy……………at the moment because several colleagues are off sick.
2-Workaholic B- a time or date by which you have to do something ■ She gave up a highly paid job to join a meditation group in India. She's completely
changed her ........... ..
3-Workload C- how personally satisfied you are with the way you live and work ■ A……………….. system can help to reduce stress levels of employees by giving them more
4-Deadline D- someone who cannot stop working and has no time for anything else ■ control over their working hours.
■ If you have children, working from home may help improve your ............ .
E-the ability to give a good amount of time to your work and to outside interests, ■ Many people argue that technology has greatly improved our……………. the way we feel
5-Flexitime
e.g. family about work. Others disagree, arguing it actually increases stress.
■ A clean, quiet, comfortable and friendly………………………..can actively reduce levels of
6-Work-life balance F- the amount of work a person is expected to do stress
7-Quality of life G-the people, things and atmosphere around you at work

8-Working environment H-the way people choose to organise their lives

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 Signs of stress
Be aware of how it affects you
■ low energy or fatigue
■ headaches
This might sound overly simple, but it’s easy to underestimate how
much stress affects you. Take note if you find yourself emotionally ■ insomnia
exhausted and pessimistic by the end of the day. ■ changes in appetite
■ digestive issues
Long-term exposure to unmanaged stress can take a toll on your body ■ rapid heart rate
and mental health, and recent researchTrusted Source suggests a
potential link between work-related burnout and depression and anxiety. ■ sweating
■ low self-esteem
■ frequent illnesses

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Write down your stressors Take time to recharge

■ Identifying and recording stressful situations can help you understand what’s
bothering you. Some of these can be subtle sources of tension, such as an ■ Taking even a few minutes of personal time during a busy day can
uncomfortable workspace or a long commute. help prevent burnout.

■ Keep a journal for 1 week to track your stress triggers and your reactions to them. ■ Listening to an interesting podcast in between meetings or watching a
Make sure to include the people, places, and events that gave you a physical, funny Youtube video can give you relaxing pauses throughout the day.
mental, or emotional response.

■ It’s also important to take breaks from thinking about your job by not
■ As you write, ask yourself:
checking work-related emails on your time off or disconnecting from
■ How did this make me feel? (Afraid, angry, hurt?) your phone in the evenings.
■ What was my reaction?
■ What are some ways of resolving it? (How can I find solutions to this stressor?)

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Hone your time management skills Balance your work and personal life

■ Sometimes, feeling overwhelmed by work comes down to how ■ Being available around the clock will easily burn you out. It’s important
organized you are. Try setting up a priority list at the beginning of your to create clear boundaries between your work and home life to help
work week by preparing tasks and ranking them according to you avoid potential stress.
importance.

■ Part of this means setting aside time for socializing and establishing
rules for when you’ll check emails or take phone calls.

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 Re-evaluate negative thoughts
■ When you’ve experienced worry and chronic stress for an extended period of
time, your mind may tend to jump to conclusions and read into every situation
with a negative lens.
■ For example, if your boss doesn’t say hi to you first thing in the morning, you
might react thinking “they’re mad at me.”
■ Instead of making automatic judgements, try distancing yourself from
your negative thoughts and simply observe.
Rely on a strong support network
■ Keep in touch with trusted friends and family members to help cope
with stressful work situations.
■ If you’re struggling with an especially challenging work week, try
asking parent friends if they can help out with taking your kids to
school on certain days.
■ Having people you can rely on during the tough times can alleviate
some of the built-up tension.

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Take care of yourself Stay out of the office gossip

■ Setting aside time for self-care is a must if you regularly find yourself
feeling overwhelmed by work. This means you should consider sleep, ■ Workplace conflict can take a major toll on your emotional well-being.
setting aside time for fun, and making sure you’re eating throughout Try to avoid participating in gossipy situations.
the day.

■ If you know that one of your colleagues is especially prone to gossip,

find a way to spend less time with them or steer the conversation to
safer topics.

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Let go of perfectionism Go on vacation

■ If you need to get that presentation just right or find yourself working ■ Being able to disconnect or “switch off” from responsibilities and job-related
extra hours perfecting a report you finished days ago, it may be time activities can help you relax and rest.
to take a step back and reflect.

■ While perfectionism has some positive benefits, it can also be highly

stressful and lead to burnout.

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 Approach your supervisor 14. Seek counseling

■ Getting support from your boss can significantly alleviate feelings of
burnout.
■ Set up a quiet time to talk with them and calmly discuss feeling
overwhelmed by challenging tasks. Approach the conversation from a
place of problem solving, rather than listing out complaints.
■ You don’t need to have a mental health condition to try therapy. Feeling
overwhelmed at work is a perfectly valid reason to reach out for additional help and
support.
■ Working with a therapist can help you better identify the sources of your work stress
and help you come up with ways to better navigate them. They can also help you
develop strategies for decompressing and taking care of yourself

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People management is different from performance

management in that it extends beyond considerations
of employees’ work and instead focuses more broadly
on employees’ well-being.

MANAGING PEOPLE
Performance management is about the ongoing
process of setting and evaluating employee progress
against established goals, people management is
about enabling employees to solve problems and
engage effectively with other team members.

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What qualities and skills should a good manager have? Choose

the six most important from the list. Discuss your ideas with the
group.
■ To be a good manager you need to:

Transparency. ... The Drive to Set Goals. ...

Excellent Communication. ...

Making Decisions (and Accepting
Responsibility)
MANAGING CONFLICT
Listening Skills. ... Empathy and Sensitivity
Appreciating and Encouraging Rewarding and Recognizing
Teamwork. ... Employees
Consistency and Reliability. ... Conflict Resolution
Trustworthiness. ... Fairness

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 Talk with the other person. Focus on behavior and events, not on
personalities.
■ Ask the other person to name a time when it would be convenient to ■ Say “When this happens …” instead of “When you do …”
meet.

■ Describe a specific instance or event instead of generalizing.

■ Arrange to meet in a place where you won't be interrupted.

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Listen carefully Identify points of agreement and disagreement.

■ Listen to what the other person is saying instead of getting ready to
react.
■ Summarize the areas of agreement and disagreement.

■ Avoid interrupting the other person.

■ Ask the other person if he or she agrees with your assessment.

■ After the other person finishes speaking, rephrase what was said to
make sure you understand it. ■ Modify your assessment until both of you agree on the areas of
conflict.

■ Ask questions to clarify your understanding.

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Prioritize the areas of conflict Develop a plan to work on each conflict.

■ Discuss which areas of conflict are most important to each of you to ■ Start with the most important conflict.
resolve.

■ Focus on the future.

■ Set up future meeting times to continue your discussions.

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 Follow through on your plan
■ Stick with the discussions until you’ve worked through each area of
conflict.
■ Maintain a collaborative, “let’s-work-out-a-solution” attitude.
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START OWN BUSINESS, Why?
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Match the economic terms (1-10) to
their definitions (a-j)
1 interest rate
2 exchange rate in a country
3 inflation rate
4 labour force
5 tax incentives
6 government bureaucracy
7 GOP (gross domestic product)
8 unemployment rate
9 foreign investment
10 balance of trade
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Build on your success.
■ Look for opportunities to point out progress.
■ Compliment the other person’s insights and achievements.
■ Congratulate each other when you make progress, even if it’s just a
small step. Your hard work will pay off when scheduled discussions
eventually give way to ongoing, friendly communication.
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Starting a business is one of the most exciting and rewarding
experiences you can have, but how does one begin?
There are many different ways to approach starting your own
business, but it’s essential to consider your business idea, how
much time you have and the amount of money you want to put
into it before making any decisions.
We’ve compiled eight steps that will help improve your chances
of success when starting a small business.
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Have the Right Mindset
a) total value of goods and services produced
b) percentage increase in prices
Consistency is Key
c) cost of borrowing money
d) price at which one currency can buy another New business owners tend to feed off their motivation initially but get
frustrated when that motivation wanes. This is why it’s essential to create
e) percentage of people without jobs habits and follow routines that power you through when motivation goes
f) the number of people working away.
g) tow taxes to encourage business activity
h) money from overseas
i) official rules/ regulations/ paperwork
j) difference in value between a country's
imports and exports
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 Know Your Competitors and Market
Refine Your Business Idea
The potential of the market and the diffrent actors
You can use questionnaires and interviews to learn what
It needs to be profitable and something you’re good at. consumers want. Reports, researchs and studies on the the
industry you’re targeting
Conduct a SWOT Analysis
SWOT stands for strengths, weaknesses, opportunities and
threats. Conducting a SWOT analysis allows you to look at the
facts about how your product or service might perform if taken
to market, and it can also help you make decisions about the
direction of your idea.

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Create Your Business Plan Register Your Business and Take Care of
Paperwork
A business plan is a dynamic document that serves as a There are several legal issues to address when starting a
roadmap for establishing a new business. This document business
makes it simple for potential investors, financial institutions,
and company management to understand and absorb. Even if
you intend to self-finance, a business plan can help you flesh
out your idea and spot potential problems.

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Fund Your Business Market Your Business

There are many different ways to fund your business—some require considerable effort,
while others are easier to obtain. Two categories of funding exist: internal and external.
Make it easier to sell your product or service
■ Internal funding includes: Personal savings, Credit cards, Funds from friends and
family

■ External funding includes: Small business loans, Angel investors, Crowdfunding

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 Business Presentation Job Interview

• What makes a good presentation? • How do you feel about job interviews?

• What makes a bad presentation? • What is the most important part of a job interview?

• Do you have to give any presentations at work? If so, what are they about? • What advice do you have for a successful interview?

• How do you feel about giving presentations? • What questions are common in job interviews in your company/industry/country?

• How do you feel about watching presentations? • What was the worst interview you have ever had?

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1) career move a) chances to start/improve your career 1 making/manufacturing things a) Sales and Marketing
2) career break b) ideas you have for your future career 2 being in charge of people and running the organisation b)Finance
3 selling products or services c) Management
3) career plan c) an action you take to progress in your career
4) career opportunities d) a period of time away from your job to, for example, look after your children 4 dealing with clients/consumers d) Human Resources (HR)
5) career path e) a series of levels or steps in your working life f) the direction your working life takes 5 working with figures e) Production
6 dealing with employees and training f) Research and Development
6) career ladder f) the direction your working life takes (R&D)
7 investigating and testing g)Customer Service

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Match the questions in previous Exercise (1-9) to these interviewee's answers (a-i)
Rearrange the words to make questions from a job interview

1 get I you I can I I I adrink I?

2 e-mail address I your I confirm I I I could I ? a) It's €60,000 a year.
3 can I you I spreadsheets I use I ? b) Not very well, but I'm doing a course next week.
4 speak I languages I anyother I you I can I? c) I can let you know next week.
d) Thank you. A cup of tea, please.
5 about I tell I you I job I us I your present I more I could I?
e) The address is correct, but I've got a new mobile number.
6 tell I your current salary I me I you I could I? f) I'd love some. Thank you.
7 would you I as soon as possible I your decision I let us know I ? g) Well, I'm currently supervising an HR project.
8 start I you I when I can I? h) Yes, I can speak Korean and Japanese.
i) My notice period is two months.
9 like I tea I somemore I you I would I ? Salary expectation the expected salary

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 How to prepare for a job interview Read and review the job description

■ Reviewing the job description ■ Job title/Department

■ Researching the company ■ Duties and tasks
■ Thinking about what you will wear ■ Skills required
■ Planning your journey to the interview
■ Preparing for questions you will be asked
■ Preparing your own questions for the employer
■ Following up with the employer

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Research the company Thinking about what you will wear

■ Company Profile ■ Formal dress code

■ Culture:
■ Team:
■ Competitors

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Planning your journey to the interview Preparing for questions you will be asked

■ Make sure you arrive on time, or better yet, at least 15 minutes early. ■ Check common questions and most satisfaying answers
■ Go to bed early the night before and wake up early to give yourself plenty of time.
■ Prepare mentaly

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 Preparing your own questions for the Following up with the employer
employer
■ Make a list of details that you will need to make a decision if you are offered ■ Follow up with email or phone call

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Do
• Dress to impress. Make sure your clothes are clean, ironed and
presentable.
• Make eye contact, and begin with a strong handshake. This will signal
your confidence when you meet your interviewer for the first time.
• Sit still, with your feet firmly on the ground. This will help you maintain
your posture and avoid fidgeting.
• Remember your CV details. In particular the experience most relevant to
the role you're interviewing for.
• Make a note of your questions. Bring a note-pad if you feel you might
forget important points.
• Remember. It's just as important for the interviewer to sell the benefits of
working at their business, as it is for you to impress your next potential
employer.
Don't
• Turn up late to the interview. If for some reason on the day it's
unavoidable, call ahead to let your interviewer know your
expected time of arrival.
• Dress sloppily or inappropriately. Not sure what to wear? Read
our guidelines.
• Smoke before your interview. Whilst a quick cigarette might
seem like a good idea to calm your nerves, the smell will be
noticeable and unpleasant for your interviewer.
• Criticise your current or previous employer. Doing so could
give your interviewer the impression you're difficult to work
with

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