Thinking on Your Feet: How to Communicate Under Pressure - Softcover

Woodall, Marian K.

Softcover

ISBN 10: 0941159965 ISBN 13: 9780941159968

Publisher: Professional Business, 1996

Synopsis

When you are under pressure, can you communicate with clarity? In business, community affairs, at home...learn to think --and speak--on your feet, to respond appropriately and confidently every time. Using proven strategies, on-target tactics, and practical examples, this book will help you improve your end of any conversation. You'll discover how to answer impressively, even if you don't know the answer; polish your delivery so you can tackle tough questions head on; say, 'It's none of your business in socially acceptable terms; reply, 'I don't know' and still be convincing; develop good conversations even with difficult people. If you have ever been caught off guard in a meeting, stumped by a query in a sales call, suffered an embarrassing silence in a job interview, or thought of the perfect rejoinder--after the conversation, help is here in 'Thinking On Your Feet.' What you need to know is featured in a new Quick Guide. Job interviewing, gender communications, Q & A, and opportunities to say a few words are examined, with precise tactics and lively before-and-after examples.

About this title

About the Author

With over 30 years as a presentations coach to attorneys, political candidates, doctors, educators, sales and marketing reps; as a communications trainer to business and government; as a national professional speaker; as a college professor, Marian K. Woodall has advice worth listening to. Marian is author of 5 popular communications books published in over 8 languages. Currently she works as an executive speech coach. Her client list reads like a who's who of major corporations including Microsoft, Intel, Price Waterhouse, Waggener Edstrom, Hewlett Packard, Institute for Management Consultants, A T & T. Reflecting Marian's vast and varied experience, her books will help you be a more dynamic and successful communicator.

From the Inside Flap

Have you ever... * been caught off guard in a meeting? * been stumped by a query in a sales call? * suffered an embarrassing silence in a job interview? * thought of the perfect response -- after the conversation? In business, in community affairs, at home--learn to think and speak on your feet, to respond appropriately and confidently, every time. Using proven strategies and practical examples, Marian will help you improve your end of any conversation or interview. "Buying Time" is the secret. Whether you need to learn to do it or just to polish your skills, improve your odds of mastering your half of communications. Don't miss The To Do List at the end of each chapter.

Excerpt. © Reprinted by permission. All rights reserved.

Excerpt from Chapter Eleven, "Delivery--The Secret of Success":

Responses That Require Superb Delivery Two other response options exist that depend for their success almost entirely on delivery: 1) The candidness of admitting you do not know or do not have the information. 2) meeting a tough question head on that you can answer but would prefer not to answer directly. To remain on top of a situation and keep everyone's confidence, both of these options require superb delivery. Both options will gain you new respect from friends and foes alike.

"I don't know, but..."

Often the best response is the candid one "I don't know." What too frequently happens, though, is that people feel they should know, so they try to fake it. They fumble around in an attempt to cover the lack of knowledge; everyone can tell. Or else they blush, giggle, or get embarrassed. Never mind what you should know. Most of the time people don't care if you know it; they just want the information. Dont' try to fake it. Fumbling round puts everything you have already said in jeopardy. Down goes your credibility, not to mention your confidence. The goal, as with any difficult question, is to project an overall sense of poise. For example, if a sale representative is asked the specifications of a certain product, his response may be a firm, positive "I don't know, but let me call you later on this morning with those figures." Notice the specific commitment to get the information to the seeker. Another reponse might be, "I don't have those figures in my head. Let me check the drawings and get right back to you." Or consider this response: "I want to give you the precise numbers; let me double check them and call you this afternoon." Use this one only if you do have a rough idea, though, because the seeker is apt to say that the numbers don't have to be precise! Try this approach: "That's a new product and I haven't yet committed the numbers to memory. Will you be in your office this afternoon? I'll email them to you." Speak with no tinge of embarrassment or lack of confidence. Then make a commitment, generally the more specific the better, to get the information to that person. In a presentation situation, say "Give me your card after the session so I can get that information to you. Even better, though, is to just THINK the words "I don't know, but...." Open your mouth to speak only when you get to the action you promise to take. Say "Let me FAX you those figures right after this meeting." or "I can get the exact amount with one quick phone call. Stay right here." This strategy takes practice, but in time you will find it easy to speak with confidence even when you don't know the answer.

The Direct Approach To A Tough Question

Some tough questions need to be tackled straight on. This approach is impressive and refreshing, especially for politicians, bureaucrats, and management. The individual who can respond forthrightly gets some additional points for credibility from her audience and even from her antagonist and opponents. Delivery is the total key here; in fact, if you are good enough at delivering words you may not need much of this book. An honet tone and well-timed pauses are essential. Consider this exchange between a political candidate and a taxpayer: Taxpayer: "Will taxes go up if we approve this addition to the highway system?" Candidate: "Taxes WILL go up. [pause] When we compare the three percent per thousand increase with the cost of automobile repairs caused by these poorly surfaced roads, people will find that their overall cash-out-of-pocket will be less because automobile repairs should go down significantly." Notice the emphasis on "will"; notice the pause after the affirmative statement to let the message sink in. No "but" or "however" signals what the audience will feel is another excuse. This is an explanation, not an excuse. Here's an exchange between a CEO and a stockholder: Stockholder: "I heard that our dividends will be less this year. Is that true?" CEO: "It IS true. [pause] The economy is still depressed, the sales have not yet regained their momentum, and the results are that profits are down across the board." The order of the words varies in this direct approach. the information is the same as with an indirect approach; the difference is that the answer, the bad news, is up front. Make sure you are able to give these direct responses to bad news questions when you need to. Practice your delivery.

Edition details

• Publisher: Professional Business
• Publication date: 1996
• Language: English
• ISBN 10: 0941159965
• ISBN 13: 9780941159968
• Binding: Paperback
• Edition number: 2
• Number of pages: 109