Business Etiquette Dr. Thomas Clark Xavier University firstname.lastname@example.org www.communiskills.com 513.745.2025 Principles underpinning all etiquette: the Golden and Platinum rules Golden: Treat others as you would like to be treated
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Dr. Thomas Clark
Initial PerceptionSustained Perception
Presence Personal Substance
Appearance & Professionalism
Manner & Style Attitude
Awareness Civility Work Ethic & Discipline
Listening and Interpersonal Skills
People begin to evaluate us before any words are ever spoken
Who you are speaks so loudly I do not hear what you say--Emerson
* Does Dress Impact Decision on Interviewees?
Yes – 93% No – 7%
* Does Dress Impact Promotion Potential?
Yes – 96% No – 4%
“The way you dress affects the way you are perceived, and the way you are perceived, is the way you are treated.”
- Buck Rodgers
Former VP of Marketing, IBM
Author of The IBM Way
Headings: table of contents of memo; macro-organizers
Lists: improves comprehension and retention; micro-organizers
Boldface, underlining, and italics: help readers scan information- more easily
Indenting: reveal hierarchies of thought
White space: improved curb appeal of memo
Scannable body paragraphs
In groups of 3-4, introduce each members of the group to one another.
Even when asking questions, have your voice end on with a downward inflection.
Say “What time is the meeting?” once with voice raising at the end and one with voice ending with a downward inflection.
What are the differences in impressions you make when you use each of the following media:
Limit the use. Put on vibrate or silent.
In small groups, identify something in your office décor that perceptive visitors could identify that would allow them to compliment you or start a conversation about a topic that stirs feelings of pride within you.
Ask non-contributing members if they’d like to add their perspectives.
Note: Interestingly, research shows talkative members welcome the comments of others—and shy members value inclusion in the conversation.
Only begin eating after your host or guest is seated and begins eating.
Bring food up to your mouth (soup spoon)
Observe pace of eating of others and conform to their pace
Cut one piece of food and eat it rather than cutting up meat all at once
• Integrity & Trust: Always Doing the Right Thing
• Self Discipline
Be positive about yourself, your work, your boss, peers, coworkers, customers, suppliers, and company
“Winning is not a some time thing; it’s an all the time thing. You don’t win once in a while; you don’t do things right once in a while; you do them right all the time.
Winning is a habit. Unfortunately, so is losing.”
- Telling the truth
- Doing what you say you will do, reliability
Treat Others the Way You Want to be Treated
WHAT YOU THINK
This is taking forever
Why can’t you
I hate it when
Here’s the best way to do it.
WHAT YOU SAY
How can we get this approved (finished) quickly?
What if you
Would it be better if
Here’s my suggestion.
USE PHRASES THAT BRING OUT THE BEST IN YOUR LISTENER
•FOCUSING ON THE POTENTIALS OF THE FUTURE RATHER THAN THE CONCERNS OF THE PAST.
•US1NG A POSITIVE VOCABULARY: VIEWING PROBLEMS AS CONCERNS, ISSUES, OR, EVEN BETTER, OPPORTUNITIES FOR IMPROVEMENT.
•AND MOST IMPORTANTLY, DETERMINING HOW YOU CAN CHANGE TO IMPROVE THE SITUATION
WONDER WHAT’S HAPPENING QUESTIONS
Why doesn’t this company value me?
Why can I never understand exactly how I am supposed to do my job?
When am I going to get the training I need?
Why does my staff show so little enthusiasm?
MAKES THINGS HAPPEN QUESTIONS
How can I learn what management values? How can I show my value?
How can I find out how to do this job so that I am confident I am doing it right?
What ‘s the best way to approach my manager to discuss this issue?
How can I let my manager know what kind of additional training I need?
How can I develop the skills I need on my own?
How can I get my staff to tell me about how they feel about their work? How can I motivate them more effectively?
1Why are things changing so fast?
2Why don’t we ever change around here?
3When is this supplier going to call?
4Why is that customer always so discourteous?
5Why are our services so undervalued?
6Why do I do more work than any other
member of my group?
7Why is one of my co-workers so lazy?
8Why is my supervisor so critical of my work?
9Why isn’t my staff following my directions?
10 Why do I have to always do what my boss wants?
11 Why can’t I follow my own work priorities?
12 Why do I get sick so often?
13 When will I get some relief from this stress?
14 Why is it so hard to make friends here?
I did not do the study because I’ve been busy.
You are so selfish you never see how much you demand.
The tests are not done yet! What do you people do all day?
Don’t you ever pay attention? This document is full of mistakes.
That’s won’t work
I am planning to complete the study by Friday.
I know you are busy. When can we schedule 30 minutes to discuss the possibility of hiring a part time assistant?
I realize these tests require careful planning and execution. How soon can you finish?
This memo is headed to the Director. Please make the changes I identified and proofread the report carefully. Thanks. I appreciate your help.
Let me share my perspective on this issue.