Business etiquettes gihan

Business Etiquettes

By : Gihan aboueleish

 Golden: Treat others as you would like to
be treated
 Platinum: Treat others as they would like to
be treated

Business Etiquettesv- Gihan
Aboueleish 4 June 2012 2

Two Stages:

 Initial Perception— (Immediate)
 Sustained Perception— (Over Time)


Initial Perception Sustained Perception

Presence Personal Substance
 Appearance &

Professionalism
 Manner & Style  Attitude
 Etiquette  Integrity
 Awareness  Civility
 Work Ethic & Discipline

Presentation
 Listening and Interpersonal Skills
 Meeting Skills
 Business Meals


 Appearance
 Manner & style
 Etiquette


―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


 Carriage: exercise
 Handshaking: exercise
 Dress: handout
 Grooming
 First words: Exercise
 Listening: Exercise
 Introduction Style: Exercise
 Voice: exercise
 Name Recognition/Recall


 Pumper
 Dead Fish
 Squeezer
 Two handed
 Equal, with direct eye contact


DRESS
* 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


 Neatly trimmed hair
 Light perfume or cologne
 Clean and trimmed fingernails
 Limited jewelry
 Concealed tattoos; no visible body jewelry
 Polished shoes
 Stockings without runs
 Belts on pants; socks that match belt color


 Before you enter a situation, visualize what
you are going to say and do—and then
mentally rehearse how you believe your
audience will respond.
 At the same time, visualize what your
audience‘s most preferred communicator
would be saying and doing


 Ask yourself, ―What would the other person
like to hear me say first?‖
 This will allow you to say something that
will show you see things from the other
person‘s point of view.
 Exercise:
compliment someone at the table
about something you know to be important
to them.


 How do you know someone is listening to
you?
 How do you feel when you know someone is
listening to you?
 How do you describe a person who is
listening to you?


 How do you know someone is ignoring you?
 How does it make you feel when you are
ignored?
 How do you describe a person who has
ignored you?


 Why should you plan your non-verbal
communication as carefully as your verbal
behavior before you take part in a job
interview?


Purpose: What do I want to happen as a
result of this message? When do I need a
response?
Strategic alignment: How does my memo
contribute both to reader and company
goals? How will readers react?
Execution: Is this a good time to send this
message? How can I finish it on time? How
should I transmit this message?


 Open with your purpose: Clear subject line.
Opening paragraph that answers the What,
Why, and When questions.
 Order your arguments: Lead from strength;
chronology; umbrella point.
 List action steps: Who does What When


 Write precise subject lines
 Write first sentences that tell readers how you
want them to react to the rest of the
message.
 Define the ―why(s)‖ of your message.
 Be sure your opening meets the ―so what‖ test


 Lead from strength in action memos.

 Order by chronology in explanatory memos


Headings: table of Boldface,
contents of memo; underlining, and
macro-organizers italics: help
Lists: improves readers scan
comprehension and information- more
easily
retention; micro-
Indenting: reveal
organizers
hierarchies of
thought
White space:
improved curb
appeal of memo

Overall appearance Chunking
 Margins  Overall length
 Type Size  Short paragraphs
 Boxing  Short sentences
 Typeface  Short words


Opening paragraphs
Background paragraph
Scan able body paragraphs
◦ write in what/why/data (or significance)
Issues/further discussion
Follow-up paragraphs


 Hi, I‘m Fred Jones (vs. Mr, Ms, or Dr)


 Hello. My name is Libby Smith. I am here for a
1 o‘clock appointment with Mr. Jones.


 Mention authority figures first and introduce
others to them.
 Introduce a younger person to an older
person.
 Always stand up.
 Always shake hands.


 FatherGraham, may I introduce Libby
Smith, our new assistant director of
diversity. She recently earned her MA in
Human Resources at Indiana University.
 FatherGraham has served as President of
Xavier University for the past 6 years.
Recently, US News & World Report ranked
Xavier as the 2nd best comprehensive
university in the Midwest.


In groups of 3-4, introduce each members of
the group to one another.


 Getbusiness cards from everyone you meet
and makes notes on it about when you met,
what you had in common, and details about
the person, including names of children.

 Preferthe formal to the informal, especially
with older and higher ranking people

 Avoidsaying, ―I‘m sorry, I have forgotten
your name‖ Instead, say ―Help me out, your
name was on the tip of my tongue and I
must be having a senior moment.


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.


 Authoritative language

 Positive language

 Concise language


 Telephone calls.
 Notes of Appreciation
 Phone Calls and Voice Mail
 Beepers, Cellular Phones and Portables


 Identifyyourself and your company.
 Ask the person if he or she has time to talk.
 Make calls during normal business hours.
 Return calls the same day.
 Never put someone on hold without asking
permission.
 Don‘t do other work while on the phone
 Be courteous of others when screening
calls.


 Outline points you want to make prior to
placing a call.
 If your party is not there, leave a brief
message and request a telephone
appointment.
 If your party answers, identify yourself, stick
to your outline and thank the person at the
end of the call.


 Prepare
 Be respectful
 Be inclusive
 Keep moving
 Get commitments


 Identify yourself and your return number
immediately.
 Be brief and to the point. What you want, why
it is of mutual interest, details, next steps.
Leave return number again.
 Record your own concise outgoing message.
Make sure you sound upbeat and optimistic


 Start with an upbeat greeting
 Indicate how the caller can get a response
 Close on a positive note (Make it a great day!)
 Do not have
a cute message
background music
a long introductory comment before the beep


What are the differences in impressions you make
when you use each of the following media:
 voice mail message
 e-mail message
 business letter
 telephone call
impact of
 normal call
 speaking from or to a speaker phone
 call waiting interruptions


Limit the use. Put on vibrate or silent.


 Thank You
 Letter of Commendation
 Memos of Recognition


 When visiting an office, pay attention to how
the office is decorated. Look for clues that
will allow you to compliment the other person
on something non-controversial
 Avoid politics, religion, how much you earn,
or negative communication such as
comments about a company or people


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.


 Before the meeting

 Starting the meeting

 After the meeting


 Arrive early to make sure meeting room is set
up correctly. Put agendas in place. Provide for
drinks and a light snack.

 Stand near the door to thank each person who
arrives. Ask what issues are of particular
interest to them.

 Introduce new members to existing members


 Ask new members of group to introduce
themselves. Ask historical members to give
their names and positions.

 Preview the agenda and set a time limit for
each item, including time at the end of the
meeting to come back to issues.


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.


 Summarize agreed upon actions,
responsibilities and timing, later written as
minutes and distributed to relevant parties.

 Thank group and guests for their time and
contributions.


 Business Meals

 Rules for the Host

 Rules for the Guest

 Ordering


 Breakfast Meetings: often best time to meet
with busy executives
 Luncheon Meals: iced tea and simple food
 After-Work Cocktail: one only to stay in
command in the meeting and on the road.
 Business Dinners
 B=Bread D=Drink


 Don‘t impose invitations.

 Request responses as soon as possible.

 Invite others for business reasons.

 Select an appropriate setting.


 Arrive early to greet guests.
 Give credit card to server in advance. Ask
that 18% be added for a tip. Be sure server
gives you signature form to sign promptly
and discretely at end of meal.
 Ifprice is a factor, indicate courses & meals
you recommend that meet your guidelines.
 Apologize to guests if the food or service is
below your expectations.


 Respond promptly to the invitation and give
reasons for a negative response.
 Know where the event will take place and
know what rules apply there. Arrive 2-3
minutes late, no later.
 Follow the host in deciding what to order.
Be aware of what you order says about you
to others.
 Thank the host. Say positive things about
host that he or she want to hear said and
cannot say about him or herself.


 Avoidawkward foods.
 Do not order alcohol if . . .
 it is against company policy.
 you will be driving after the meal.
 you don‘t want to drink alcohol.
 it will be your second drink.


 Leave some food on each plate

 Split bills evenly if bill is divided

 Do not take a doggy bag


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


 Lay napkin across lap; do not use as a bib
 Select silverware from the outside in
 When finished, put silverware in 10 o‘clock
position
 Do not dunk food
 Keep mouth closed when chewing


 All Four Elements are Important

 Attitude
 Integrity & Trust: Always Doing the Right Thing
 Civility
 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.‖
Vince Lombardi
Former Head Coach
Green Bay Packers


 Telling the truth

 Doing what you say you will do, reliability


 Positive regard for others
 Sincerity
 Empathy: emotional quotient
 Tact and diplomacy
 Respect for diversity


 Making priorities and organizing time in
terms of those priorities.

 Putting the important ahead of the easy.


 Listen for the pain

 Focus on client business benefits

 Ask for the business


 Networking

 Product/service confidence

 Personal credibility


Treat Others the Way You Want to be Treated

 Extending Greetings
 Nurturing Your Colleagues
 Overcoming Gossip
 Handling Rivals
 Accepting Criticism Graciously


WHAT YOU THINK WHAT YOU SAY
• This is taking • How can we get this
forever approved (finished)
quickly?
• What if you

• Why can‘t you • Would it be better if

• I hate it when • Here‘s my suggestion.

• Here‘s the best way
to do it.


Use phrases that bring out the best in your
listener ―Positive‖
 I know you want what is fair for both of us.
 I am sure you will do your best to help me
out.
 I am counting on you.
 I enjoy working for you because you
respond so effectively to your department‘s
needs.


 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.

 Andmost importantly, determining how you
can change to improve the situation


WONDER WHAT‘S HAPPENING MAKES THINGS HAPPEN QUESTIONS
QUESTIONS • How can I learn what management
values? How can I show my value?
• Why doesn‘t this company value
me?
• How can I find out how to do this job
so that I am confident I am doing it
• Why can I never understand right?
exactly how I am supposed to do • What ‗s the best way to approach my
my job? manager to discuss this issue?
• How can I let my manager know what
• When am I going to get the kind of additional training I need?
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
• Why does my staff show so little can I motivate them more effectively?
enthusiasm?


1 -Why are things changing so fast?
2 -Why don‘t we ever change around here?
3 -When is this supplier going to call?
4 -Why is that customer always so
discourteous?
5 -Why are our services so undervalued?
6 -Why do I do more work than any other
member of my group?
7 -Why is one of my co-workers so lazy?


8-Why is my supervisor so critical of my work?
9 -Why 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 am planning to complete the
I‘ve been busy. study by Friday.
• You are so selfish you never see • I know you are busy. When can we
how much you demand. schedule 30 minutes to discuss
the possibility of hiring a part time
assistant?
• I realize these tests require careful
• The tests are not done yet! What planning and execution. How soon
do you people do all day? can you finish?
• This memo is headed to the
• Don‘t you ever pay attention? Director. Please make the changes
This document is full of I identified and proofread the
mistakes. report carefully. Thanks. I
appreciate your help.
• Let me share my perspective on
• That‘s won‘t work this issue.


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