Workplace English Podcasts

Introduction

We’ve become creatures of telephone habits. Having made and received thousands of telephone calls in our lifetimes, it is easy to assume that we have reasonable telephone skills. Most people do not even think there are any special challenges of telephone communication.

When all parts of the communications process work effectively together, telephone communication is clear and useful. Sometimes, however, even a well-practiced communication process can go wrong. Problems can occur in any of the following four parts of sending a message:

• Trouble sending: The sender doesn't speak clearly, speaks in a heavy accent or speaks too quickly. What happens to the message? Will it be received?
• Trouble with the message content: The message is confusing, disorganized or irrational. Is it likely that the receiver will understand what is being communicated?
• Trouble with the channel: There is background noise or a bad line. Will the message be transmitted effectively? Will it be received?
• Trouble with the receiver: The receiver is not listening closely, has fallen asleep or is distracted. Will the message be understood?

In this podcast lesson, we’re going to focus on trouble with the channel, where because of background noise or a temporary loss of signal, the message is sometimes lost or cannot be heard clearly.

Situation

You’re now going to listen to Beatrice, from Sterling Associates, take a call from a client, Dan Tomkins. Dan wants Beatrice to reschedule a meeting for him.

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Introduction

There are a number of ways in which cold calls can be effective. One is for the selling organization to start with a high quality, up-to-date database consisting of qualified potential clients that have an interest in the product being sold. Another is to use cold calls as a "step in the door". Rather than using the call to try to close a sale, it is used as the initial contact in a long-term relationship. This has the effect of removing the sales pressure from calls and making the goal of the call to build trust.

Situation

Salesman Kyle Brant calls two different companies for the first time to try to set up a sales meeting. Notice how he introduces himself. Notice also how he find his “way in,” his connection to make what he’s selling more appealing to the potential customer.

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Situation 1

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In this podcast lesson, we’re going to use a telephone conversation between a buyer and a supplier to illustrate some of the common language used when giving and reacting to bad news.

Situation 

Andrea Suchy, a clothes buyer for a large shop in London, is calling one of her suppliers, Prebdel Manufacturing in Hong Kong, to cancel a recently placed order.

Because the company has recently declared a profit warning, the purchasing department is being required to reduce its purchases by 25%. However, the order with Prebdel was placed one week before this and it might be too late to cancel.

You’re now going to listen to Andrea as she tries to cancel her order without damaging her business relationship with Prebdel.

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Making successful negotiations is an important part of working in a professional context. It is important to remember that you should define your position clearly before you enter a negotiation. In order to define your position, you need to be sure about the following aspects of your position: 

• What you are negotiating for, or what you want;
• What compromises you are willing to make;
• What you are willing to lose; and
• What your bottom line is, that is, the least that you are willing to negotiate for.

Remember, a successful negotiation is usually one that starts well. So the initial discussions are critical in terms of how you and your business associates create favorable impressions of each other.

In this podcast lesson, you’re going to listen to two dialogues. In the first dialogue the participants set the scene for the negotiation by both sides outlining their positions. In the second dialogue, the participants clarify each other positions. At no point during these two initial stages does any actual negotiation occur.

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Introduction

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Introduction

In this podcast lesson, we’re going to listen in on a business meeting where colleagues are making plans for the future.

We’re going to focus on three main areas of language in this lesson. First, we show you how to ask for and give opinions and we’ll point out the difference between opinions and suggestions, which are often confused. Second, we’ll show you how to make simple suggestions using common functional expressions. And finally, we’ll show you how to make plans using the future simple tense ‘will’ and ‘going to.’ ‘Will’ and ‘going to’ are also often confused. They have similar, yet slightly different uses. We’ll make the differences between these two future forms clear.

Situation 1

You're now going to listen to two colleagues, Liz and Sam, having a short business meeting. They are meeting to discuss the details of a new company newsletter. Here they discuss the aim of the newsletter and possible content.

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Although it’s not the same in all business cultures, standing up for yourself, or being assertive, is an important communication skill in Western business culture. You’re more likely to get respect from your colleagues and superiors if you stand up for what you believe in, especially if you can back up your argument or request with real facts and figures.

Being overly assertive or inflexible can cause problems, however, so learning how to achieve a balance is important. Each situation you encounter needs careful thought and planning. Don’t rush into situations where you could weaken your relationship with others or weaken your position within the company.

The following two dialogues demonstrate how standing your ground can work—and how it can sometimes backfire.

SITUATION 1

Conflicts at work can occur for many different reasons. Sometimes, more senior members of staff expect newer members of staff to treat them with respect, even when the newer members may be more talented or skilled than they are. This is the basic theme of the first dialogue.

Let’s now listen in as Nancy, a senior stock trader, talks to Jason, a recently-employed junior trader. It seems that Nancy and her colleagues are not very happy with Jason’s attitude towards them.

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There is a time and a place to talk about employee attitude and performance. Often this is done in an informal situation, sometimes when a manager is new or is taking over a team of new employees. There are many ways of discussing employees and how they are performing.

Let’s listen in as Darlene, the department manager, and her assistant, Richard, discuss a number of employees.

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Introduction

Speculating means guessing. When we make a guess about something, we may have some additional information which helps us to guess more accurately and with some degree of certainty. On the other hand, we may not have this information and in such cases our guess will be more uncertain.

Modal verbs allow us to speculate about past, present and future events. The modal verb you use depends upon how certain or uncertain you are. When speculating, you should consider carefully the grammatical structures used. A review of the language focus page is recommended.

In this podcast lesson we shall focus on speculating about past situations using modal verbs.

Situation

You’re now going to listen to a conversation between John and Mary. John asks Mary for help in understanding the client files of a colleague who has recently left the company.

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When you think about it, so much of business involves influencing others. Sometimes, the influence effort is effort-less. On other occasions, though, you will encounter objections. In this podcast, you will hear techniques that work, that help you get your message across. They will make your job of persuading others easier. Basically, when presenting an argument the recommendations are:

1.     Remain professional at all times.
2.     Restate the comment.
3.     Convert the objection to a question, if possible.
4.     Turn the objection around.
5.     Cite research.
6.     Anticipate objections.
7.     Involve others.

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Introduction

Most of us find it difficult to say ‘no’ when someone asks us for a favour, don’t we? It’s difficult to say ‘no’ when you know someone needs your help. It becomes even more difficult to say ‘no’ in the workplace, because you don’t want to offend anyone. However, it’s possible to refuse to do something in a polite and nice way that does not annoy anyone, hurt their feelings or cause offence.

In this lesson, we will look at how to say ‘no’ in the workplace in a way that ensures that the other person can see your point of view. You can do this by speaking factually, firmly and using a calm and polite tone.

Situation 1

You will now listen to two versions of a conversation between Jim and his boss. In the first version, Jim is not able to say ‘no’, and ends up having to do the favour and also make his boss feel that he is doing it unwillingly.

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