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We’ve all sat through some pretty boring presentations. And in those presentations, we’ve all seen complex charts and graphs that tell us either way too much or nothing at all. For the most part, visuals aren’t naturally interesting or informative. It’s what we do with them that is important.
You can’t just put a graph on a screen and then explain each point on the graph. And you can’t put up a table of figures and then read out each column and row. What you really need to do is tell the story of the data and to bring the visuals to life. What should people focus on? What is the important number on the screen? What does the graph actually tell us?
Bringing visuals to life is necessary if you want to give effective presentations. We’ll look at how to do this today. In this lesson, we’ll cover several important functions, including using analogy, defining terms, using rhetorical questions, and highlighting key numbers.
You will hear David, an engineer in a manufacturing company. He’s giving a presentation to members of the finance department. His purpose is to explain a new plan that he hopes to get financed.
Listening Questions
1. Why does David ask the listeners about traveling to work?
2. Which important term does David define for the listeners?
3. What is David’s idea for shipping?
This is the first of a two-part Business English Pod lesson on English job interviews for when you’re changing jobs or making a career shift.
You’ve racked up a lot of work experience and you’re proud of your special accomplishments. And you know enough to have clear opinions about how things should be done. But it’s time for a bit of a change. Maybe you’re switching careers altogether, or maybe you’re just looking to change roles. Regardless, you’re going to have to explain your accomplishments and express your opinions carefully in order to a make a good impression.
In an interview, it’s not just about what you say, it’s about how you say it. You will be asked some difficult questions, and you may only have one shot at it. The stakes are high, and the competition may be great. You need to sell yourself and demonstrate why you are the right choice for the position.
In this lesson, we’ll hear Nina and Frank interviewing Patrick. Patrick is a seasoned accountant looking for a career shift. He’s applying for a job with one of the major accounting advisory firms. Patrick is going to highlight his unique experience, politely criticize his former employer, admit challenges, and talk about past conflict. These are all tough things to do well, but Patrick handles them wisely.
Listening Questions
1. Why is Patrick talking about changes to a company’s internal controls?
2. How does Patrick describe financial meetings with executives?
3. How does Patrick say he dealt with the executives?
What’s the difference between a good meeting and a bad meeting? An effective business english meeting and one in which people talk but nothing really gets done? In many cases, the difference is in the person running the meeting. Whether he or she is the regular chairperson or a facilitator brought in from the outside, that person needs to make sure the meeting meets its objectives.
So how can you do that? How can you make meetings work? That’s what we’re looking at in this series. And the skills and techniques we’re demonstrating are useful not just for meetings. They can also be applied to all types of group discussions.
Today, we’re going to learn how to encourage quiet people, push for clarity, avoid committing to a position, conduct satisfaction checks, and praise good work. We’ll rejoin Tony, Annette, and Jake as they discuss solutions to a problem in their company. The meeting is being run by Liz, who has been brought in from another department to make sure the meeting is effective.
Listening Questions
1. What does Jake think is one of the basic problems?
2. Why doesn’t Liz want to give her opinion?
3. What are they going to talk about next?
This is the first of a two-part Business English Pod lesson on making the most of your business english meetings.
Today’s lesson is officially our 200th BEP episode and this week we’ll also be rolling past 30 Million downloads. So a hearty thanks to every one of you for helping us reach this amazing milestone. It’s been a fantastic journey and we’re looking forward to the next 200. If you’d like to share in the celebration, please think about rating or commenting on our podcast page in iTunes.
This week also sees the roll out of our Course Builder app for premium members. You can check out the video on the website to see just how easy it is to build a personalized course with Course Builder.
So, have you ever announced a meeting and seen people roll their eyes? “Oh no, not another meeting,” they seem to be saying. But every organization needs meetings. They are important when we need to discuss an issue, share information, plan, or make decisions. The problem is that not every meeting is an effective meeting. In fact, there are some good reasons why a lot of people consider meetings a waste of time.
So the question is: how can you run a meeting that people come out of feeling positive? How can we make the most of our meetings?
Running a good meeting requires both leadership and tact. You need to guide the group towards its goals and keep the meeting on track. Today we’ll talk about how you can do this. We’ll look at how to keep the discussion moving and how to focus on the issues, rather than on people or items that aren’t on the agenda.
In this lesson, we’ll listen in on a meeting at a company that is dealing with unhappy staff. Tony, Annette, and Jake are managers, and they’re trying to figure out exactly what the problem is. The meeting is being run by Liz, who has been brought in from another department to help out. You will hear Liz use several techniques to keep the meeting on track.
Listening Questions
1. What is the purpose of this meeting?
2. What does Jake say is an important issue?
3. Why does Annette think the employee surveys are not useful?
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Imagine you’re sitting in a room with several co-workers. You’re waiting for a meeting to start. Does silence feel comfortable? Probably not. You should be talking. But about what?
Well, this is where the art of small talk comes in handy. And it’s not only something we do before a meeting. We use small talk in the airport lounge, on the train, or standing in line for a movie. We use it with colleagues, clients, and acquaintances. And it’s something that takes practice to do well and feel at ease with.
Previously we looked at some common conversation topics and techniques, including how to handle topics you don’t know much about. In this lesson we’ll look at a couple more very common topics: talking about the weather and talking about current events. We’ll also cover strategies for changing the topic and steering the conversation towards business.
In today’s dialog, we’ll rejoin Liz, Coby, and Shawn as they get ready for another meeting. As you might have guessed, their colleague Gordon has yet to arrive so they chat amongst themselves while they wait for him to show up.
Listening Questions
1. What does Shawn think about the summer weather?
2. Why does Coby seem upset or shocked?
3. How does Liz steer the conversation toward business?
This is a situation you’ve probably experienced countless times: you arrive for a meeting 10 minutes early. There are several people already there. You say hello and then what do you talk about? What do you say? In this situation, you need to be able to make small talk. Small talk is informal conversation. We use the term “small talk” because it is not about exchanging information or making decisions or having serious discussion. It’s a way to avoid uncomfortable silences and build stronger relationships.
Small talk might seem to be about nothing important, but small talk itself is important. Being able to make small talk will allow you to make yourself part of a group. It will set the stage for more serious types of communication. In this lesson, we’ll look at a few different ways to initiate and respond to small talk.
We’ll join three colleagues, Coby, Liz, and Shawn, who have arrived for a meeting and are waiting for a fourth person to join. As they wait, the colleagues engage in the type of casual conversation you’ll often hear in an English-speaking office.
Listening Questions
1. Why is Gordon going to be late for the meeting?
2. What did Shawn do on the weekend?
3. What sport is Coby talking about?
Meetings in English are a great opportunity to get your ideas across and influence other people. But doing that is no easy task. You need the right combination of tact, frankness, confidence, and humility. And you need some effective language techniques to manage that combination.
In today’s lesson, we’re going to look at several advanced techniques for expressing your ideas and commenting on other people’s opinions. These include leading into opinions, highlighting consequences, and redirecting a discussion. A lot of these techniques revolve around agreeing and disagreeing. We’ve looked at many of these in the first two parts, and today we’ll continue by learning about strongly agreeing and disagreeing with negative questions.
We’ve been listening to a dialog among four managers who have to find ways of reducing travel and transportation benefits by 15%. They are continuing their debate on how best to achieve this goal. Let’s listen as the chairperson Alison leads the discussion with Stewart, Pat, and Nate.
Listening Questions
1. What idea does Pat believe is easier to sell to employees?
2. What is Stewart’s concern about Pat’s idea?
3. What does Alison suggest doing?
Meetings are a great opportunity to present your ideas and become engaged in the decision-making process. Meetings often involve open-ended discussion among different types of people. For this reason, there is no easy formula that will guarantee success. Instead, you need to develop a range of skills and techniques that will help you express your ideas clearly and tactfully.
In our last episode, we looked at giving, supporting, and contradicting opinions. In today’s lesson, we’ll cover more techniques of agreeing and disagreeing. We’ll also learn how to change the scope of a meeting, which is an especially important skill for the chairperson.
Last time, we heard four managers – Alison, Stewart, Pat, and Nate – discussing how to reduce travel and transportation benefits. Today we will continue that dialog. The situation becomes a little more heated as the participants express their ideas with more force.
Listening Questions
1. What does the CEO of the company want to focus on?
2. How does Alison respond to Stewart’s ideas?
3. What does Nate think about Stewart’s ideas?
Meetings are an important part of most people’s jobs. And doing well in meetings requires very effective communication skills. You need to make sure you are getting your ideas across clearly with the right amount of subtlety and tact. If you do this well, then you will be able to influence people and the direction of the organization you work with.
So, how can you get your ideas across with tact and clarity? That’s what we will look at in this lesson. We’ll cover some important ways of giving opinions of differing strength. And we’ll learn about supporting and contradicting other people’s opinions.
In today’s dialogue, four managers are meeting to discuss ways of saving money on travel expenses. The chair of the meeting is Alison. The other participants are Stewart from sales, Pat from HR, and Nate from marketing. We’ll hear the group express a variety of opinions as they discuss how to cut 15% from the travel budget.
Listening Questions
1. What are three things that Pat mentions could be cut?
2. What does Pat think they should focus on?
3. Why does Stewart disagree with Pat?
