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25/04/2017 By Isla Baliszewska

What is Business English?

What is Business English?

EVRT Road Trip

What is Business English?

Where does it come from? What’s it for? What makes it different from non-business English?  Ways of communicating both verbal and written have developed over centuries, but the protocols have never changed faster than now. We need to be adequately equipped with the relevant knowledge and understanding of the business that we represent to adapt to its culture, customs, norms, and practices. Who we are and what we do will be clearly reflected in our oral and written interactions.

As the photo of the Electric Vehicle Road Trip in UAE shows – the world is fast changing and many will be left behind. And even legal practices need to balance between the future and the precedent.

Business communication is not just about writing letters

While it is important, it is but a small part of doing business.  Of course you need to be able to write business correspondence, whether letters, emails or texts.

Communication also embraces the world of oral business communication, be that face-to-face, phone or social media. Networking gives opportunities only if you know how to behave, engage people and negotiate. Building rapport and improving communication are key ways of getting and retaining business, and are different when dealing with British, American, or other genres where English is used.

One size does not fit all

As with all communication it’s not just following the learnt routine – you need to know your audience and tailor your communication to them.  One man’s business English is another man’s flippant communication by a young upstart not showing respect to his elders. Or some boring long winded diatribe for those brought up on instant messaging. The conflict between story telling and the inverted triangle means you have to consciously chose the approach to take.  Regardless of ethnicity, age, race or sex some people are more emotional, others more logical, some need lots of detail, some insist on hardly any.

Listening skills for business English As customers rightly expect omnichannel rather than multichannel it is a skill to balance between the curt and the long-winded. British English and American English have the same words which mean different things (some very rude). Indian English has a different vocabulary too.  See the typical reaction when a Brit is told ‘I will revert back to you’. Different cultures read differences nuances in identical sentences.

You might expect that ‘legal’ English is the same throughout the world. There is no international standard of easily understood terms. And the balance between being ‘legal’ and ‘understood’ is harder than ever.

This is why you need to work towards building rapport to create a lasting impact through your interactions, presentations, negotiations, meetings, networking, socialising, listening, speaking, writing and reading. Getting the protocol of correcting mistakes and holistic communication  in the global marketplace is essential  to succeed in the business arena and the wider economy.

For more information contact David Rigby on [email protected].

Filed Under: Communication, People Development, Soft Skills, Uncategorized

12/04/2017 By Isla Baliszewska

Seeing inside your business self with C-me Colour Profiling

Seeing inside your business self with C-me Colour Profiling

C-me Colour Profiling

Have you ever asked yourself “how can I build on my strengths? How can I make better decisions with greater confidence?” Or wish you had a deeper insight into your behaviours? Try C-me Colour Profiling!

Anita Jaynes of The Business Exchange, had first hand experience of how C-me Colour Profiling can give insights to behaviours and what might be changed to enhance performance and create better relationships.

Effective, efficient and easy to apply – quick to do and quick to get your personal report.  What better way to discover your strengths and become more self-aware?  And for businesses it is a boon!  To be successful, business leaders need to be effective.  They need to know what they do best, what they should get others to do, and how best to communicate objectives in a way that engages everyone in the organisation.

As a successful business leader herself, Anita was eager to explore how C-me could benefit her business, through doing her own profile and then taking it deeper in a Debrief session with Halina Jaroszewska, one of our C-me experts.

Read more about Anita’s C-me experience.

Filed Under: leadership, Mindset, Motivation, Uncategorized

23/03/2016 By Isla Baliszewska

How mentoring and coaching supports leaders

How mentoring and coaching supports leaders

Following on our theme of  sharing the success stories of some of those we work with and come across, here is the story from Svitlana Surodina, CEO of Skein, another of  the businesses that connected with Halina under the Growth Voucher scheme.  Skein have just been approved by Crown Commercial Services as an official supplier for UK public sector organisations.

“ CEO of Skein Skein is actively growing with some new world-known clients such as TP-link and University of Geneva and we are going  through multiple client project launches and in addition an investment  process for our own projects.

“Developing leadership skills is an integral part of what I do daily, working with a rather large team right now, I need to make sure I communicate the vision and overall business goals by inspiring my team and generating within them the energy and passion that is necessary to proactively make decisions and execute in operations. These skills are developing constantly and as much as they are acquired organically via daily work, sometimes it is important to gain access to professional mentoring advice to more effectively handle new situations or operate in a fast growth environment.

More and more weight is gained by such skills, such as the ability to support a positive and optimistic environment within the team,and understand their aspirations and moods.

For 2016 I am going to focus on scaling up our own product (advertising analytics system, sAnalytix.com) and take a limited number of client technology projects with particular focus on the potential of postive impact the project has. For example, we are working on a library crowd-science project for University of Geneva.  And we’re very pleased that Skein has been approved as an official Crown Commercial Services supplier.”

Skein

 

 

 

www.skein.co

 

Filed Under: Enterprise & innovation, Growing your Business, leadership, Uncategorized

08/07/2014 By Isla Baliszewska

The Viability Test

The Viability Test

accountablility The Financial Reporting Council has come up with another small headache for business owners.  In an attempt to improve on the current ‘going concern’ statement that Directors must tick in current year end accounts, the FRC has hit on the idea of getting Directors to commit to saying how long they think their organisation will stay viable.   Under the proposed new code a company board will have to state that the company is viable for ‘the foreseeable future’ and to identify how long that ‘forseeable future’ is.

What we are looking at here is accountability.  How accountable Directors and Boards should be.  To mix metaphors the waters here are a bit muddy and a thesaurian battle of words; to what extent should company Directors be making assertions, declarations, affirmations or committed statements about the future solvency of their business?   The FRC started this review last year in an attempt to clarify what ‘going concern’ actually means, and the distinction between the assessment of the company’s health when preparing the accounts and the assessment of the risks affecting its continued trading.  The consultation has been through several rounds so far and has been less than enthused about by the Institute of Directors, whose corporate governance advisor Oliver Parry said ” It would be difficult and unrealistic to think that a company could predict the future beyond 12 months.”

It goes without saying that there should be clear lines of accountability in organisations, however as yet no-one seems to be agreeing on how this accountability should be worded.   Accountability is about integrity and ownership of our actions, being responsible for the decisions we make.  This is relatively simple when it only involves us, the one person, but it is much harder when taken to an organisational level.

 

 

 

 

Filed Under: News, Uncategorized

23/11/2013 By David Rigby

Five essential attributes of excellent CEOs

 

There are many different views as to which attributes are essential to be an excellent CEO.  Take a moment out from your busy urgent day-to-day business and consider some issues which are important for business leaders, issues which others rarely – or dare not – ask them, and that with the pressure of business, they may not often askthemselves: Awareness, Vision, Imagination, Responsibility, and Action. 

Question yourself

 

  • Do I really know what is happening within my organisation, and outside? Can I make sense of it?
  • What is the extent and limit of my responsibility? Am I responsible for the common good?
  • Is this the right thing to do, and is there an alternative to the corporate governance model I am used to?
  • Who will I be in the next decade or two?

 

Working in organised facilitated groups with your peers and away from your day to day colleagues is a great way to find help from outside.  Working with a coach is another way to help you find the inner recourses to help you face the challenges.  This is not just about your business, this is about YOU.

You need to

  • Expand insight into the challenges responsible business leader and enterprises are likely to face in the future and leave with a point of view
  • Stimulate and reinvigorate your identity
  • Develop a vision to change your game

Consider these topics and ask yourself what you already know

Awareness

Follow the path from the outside world of the corporation to the inner world of the top executive

  • How others view what a top executive’s job is today, or what your job is
  • Leadership in uncertain times
  • Assessing one’s own top management paradigm
  • Managing contention, short-term changes vs long-term transformation: top-level practices

Vision

Visualise tomorrow’s managers, organisations and global economy

  • Alternative models of the business-society interface
  • The global corporation and its critics: coping with critics from outside and developing a dialogue integrated into strategic logics
  • Investing another world vision, another paradigm and imagining its implications
  • Corporate governance and its future

Imagination

Be bold and creative but selective

  • The role of imagination in strategic thinking
  • Size of pie and not only share of pie
  • Beyond confrontation: learning from our contradictions, managing “dualities”
  • Alternative competitive logics

Responsibility

Redefine what it means to be a CEO (different CEO vs. better CEO)

  • Delivering high performance
  • Developing organisational capital and executive talent
  • Accountability and responsibility – where to start and where to stop?
  • The corporation and the common good: implications for corporate leaders

Action

Commit to the discipline to act

  • The implementation challenge
  • Re-invention and the relevance of ‘practical’ theories for action
  • Articulating commitment and engaging with coaches for follow-through

Rather than simply attending a classroom based course, take a series of structured workshops challenging  alternative answers through a variety of interactive methods including: roundtable discussions, team work, panel discussions and interpersonal peer exchanges, or for more intensity use 1-1 coaching  to increase your executives’ capacity to master the complexity of the CEO’s job in the context of an ever-changing global environment.   Ask us for more details

 

Filed Under: coaching, leadership, News, Uncategorized

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