Say What!? Communicate with Tact and Impact: What to Say to Get Results at Any Point in an Audit

Cover
Endorsement Page
Half Title
Series Page
Title Page
Copyright Page
Table of Contents
Preface
Chapter 1: Purpose
	1.1 Why a Book on Communication?
Chapter 2: How to Get the Most from This Book
Chapter 3: Projecting Executive Presence
	3.1 External Packaging
	3.2 Mental Acuity
	3.3 Personal Values
	For Skill Practice
	Chapter Summary
	Notes
Chapter 4: How to Be the Trusted Advisor
	4.1 So….How Do I Become the Trusted Advisor?
	4.2 Timeliness
	4.3 Approachability and Credibility
	4.4 How We Undermine or Sabotage Ourselves
	4.5 Why Being a Trusted Advisor Is So Important
	For Skill Practice
	Chapter Summary
Chapter 5: Influencing Others for Results
	5.1 Is Influence Just a Manipulation?
	5.2 What Are the Traits of an Effective Influencer?
	5.3 Are You a Pusher or a Puller When It Comes to Influencing Others?
	5.4 What Influences Others to Act?
	5.5 Strategies for Increased Influencing Ability
	5.6 Are You Sabotaging Yourself?
	For Skill Practice
	Chapter Summary
	Notes
Chapter 6: Facilitating Meetings and Discussions
	6.1 Why Meet at All?
	6.2 To Meet or Not to Meet, That Is the Question
	6.3 Six Steps to Planning Effective Meetings
	6.4 Do I Really Need an Agenda?
	6.5 Tips for Sequencing the Agenda Items
	6.6 Tips for Running Effective Meetings
	6.7 But Be Ready to Intervene
	6.8 Notes
		6.8.1 Tips for Effective Note-taking
		6.8.2 Special Tips for Telephone and Virtual Meetings
	For Skill Practice
	Chapter Summary
	Note
Chapter 7: Speaking with Tact, Confidence, and Impact
	7.1 Getting Rid of the Nerves
		7.1.1 Breathing Exercises
		7.1.2 Mental Rehearsal
		7.1.3 Vocal Rehearsal
		7.1.4 Physical Rehearsal
		7.1.5 Identifying “Friendly Faces”
	7.2 Planning Your Message
	7.3 Strategies for Organizing Presentations
		7.3.1 STRATEGY 1. The Critical Linkage TM 1
		7.3.2 STRATEGY 2. The Attention Grabber
		7.3.3 STRATEGY 3. The Rational Approach
		7.3.4 STRATEGY 4. The Devil’s Advocate
		7.3.5 STRATEGY 5. The Chronological Approach
		7.3.6 STRATEGY 6. Tell ’Em, Tell ’Em, and Tell ’Em Again Approach
	7.4 Analogies and Metaphors – An Easier Way to Talk Techie
	7.5 Handling Audience Questions
	Chapter Summary
	For Skill Practice
	Note
Chapter 8: Delivering Bad News without Causing Bad Feelings
	8.1 Bad News – A Matter of Perception
	8.2 Sooner Is Better than Later
	8.3 Planning the Message
	8.4 Tips for Delivering the Message
	8.5 Tips to Soften the Blow
	For Skill Practice
	Chapter Summary
	Note
Chapter 9: Ways to Overcome Objections and Resistance
	9.1 Getting Closure
	9.2 Your Attitude toward Objections
	9.3 Using Objections to Your Advantage
	9.4 Stalls versus Objections
	9.5 Techniques for Overcoming Objections
	9.6 The Fundamental Rules for Handling Objections
	9.7 How to Overcome Objections Once They Are Raised
	9.8 Typical Objections and What to Say
	9.9 Four Closing Techniques
	For Skill Practice
	Chapter Summary
Chapter 10: Managing and Resolving Conflicts
	10.1 Sources and Symptoms of Organizational Conflict
	10.2 All Disagreements Are Not Conflicts
	10.3 Are We Causing Conflict Unintentionally?
	10.4 Handling Crucial Conversations
	10.5 Typical Views on Conflict
	10.6 Eight-Step Problem Solving Model
	For Skill Practice
	Chapter Summary
Chapter 11: Specialized Negotiation Skills
	11.1 Characteristics of the Ideal Intraorganizational Negotiator
	11.2 The Role of Negotiation in Risk Management
	11.3 Four Key Indicators to Gauge the Success of a Negotiation
	11.4 Guidelines for Planning Effective Negotiations
	11.5 The Importance of Variables
	11.6 Tactics for Negotiating Quality Results
	11.7 Four Negotiation DON’TS
	11.8 Five Outlooks That Lead to Poor Negotiated Results
	11.9 Techniques for Handling Special Negotiation Circumstances
		11.9.1 For Telephone Negotiations
		11.9.2 For Long-Term Negotiations
	11.10 Negotiation Tricks and Gambits
		11.10.1 Negotiating Ploy 1 – The Nibble
		11.10.2 Negotiating Ploy 2 – The Flinch
		11.10.3 Negotiating Ploy 3 – The Higher Authority
		11.10.4 Negotiating Ploy 4 – The Bottom Line
		11.10.5 Negotiating Ploy 5 – Good Guy/Bad Guy
		11.10.6 Negotiating Ploy 6 – The Set-Aside
		11.10.7 Negotiating Ploy 7 – Personal Attacks
		11.10.8 Negotiating Ploy 8 – Precedents
	11.11 Avoiding Deadlocks in Negotiation
	11.12 Tactics for Making Offers and Counteroffers
	For Skill Practice
	Chapter Summary
	Notes
Chapter 12: When to Let Go and Move On
	12.1 Dead End Signals
	12.2 When to Persevere and When to Let Go
	For Skill Practice
	Chapter Summary
Bibliography
Index