What More Can I Say?
Why Communication Fails and What to Do About It
(Sprache: Englisch)
An essential guidebook for honing business communication skills...
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An essential guidebook for honing business communication skills...Communications expert Dianna Booher provides an essential nine-point checklist for success in the art of communication and persuasion for building solid relationships, and for increasing credibility in the workplace. With lessons from politics, pop culture, business, family life, and current events, the book identifies common reasons that communicators fail to accomplish their goals, along with examples and analyses of messages that succeed and those that fail.
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It s Not What You ThinkYou can change your world by changing your words. . . . Remember, death and life are in the power of the tongue.
Joel Osteen
Phil s name sounded vaguely familiar. A quick Internet search confirmed the connection: Our paths had crossed about twenty years earlier at a client organization. His interview for my company s general manager position ended up more like a college reunion. We reminisced about mutual friends in the business, swapped client names, and bemoaned travel mishaps.
So why do you want to go to work for me? I ask him. Your LinkedIn page says you re vice president of marketing for some company.
That s only part-time right now. The new company I m with is just a little ahead of the market. I need something else to bridge that gap before they can afford to hire me full-time.
Tell me about the new business, then.
His eyes light up like a Christmas tree, and he launches into an explanation about the new venture. He s working for a Hollywood movie producer, who has a few sideline businesses of play-on-demand movies in hotel chains. They produce 3-D programming sold to networks such as ESPN, Hallmark, and Disney.
Got any reality TV shows in mind? he asks offhandedly as he ends his tale.
As a matter of fact, I do. I toss out a concept that had occurred to me while writing my last book.
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Hmmm. That could work. Seriously. I ll pass the idea on to Barry if you want me to. He s in LA this week. Have you been to Universal Studios? Amazing place. Anyway. Barry makes all those show decisions. I don t get into that. I just sell the programming into the hotels once the shows are shot. Occasionally, I go on one of the funding meetings if they re close by. Like a couple of weeks ago. Barry got a few doctors in a room. Pitched them on a new series he s doing. Twenty-five minutes. They all invested $50,000, and that was enough to put the first series in the can. . . . But it s unusual for me to go.
We talk a little further about the general manager s job. But I quickly decide it s a no-go. He s a nice guy, but I need a long-termer in the position.
A week later Phil calls again. Barry will be back from LA tomorrow afternoon. I mentioned your reality TV show to him. He wants to talk to you. Can you meet with him tomorrow at two?
Sure. Actually, I hadn t given the idea another minute s thought since Phil had left my office a week earlier. But I spend the rest of the day and evening writing up a treatment.
The next day Barry, Phil, and I meet in my office. We trade background information. Barry tells me about the movies he and his business partner have produced a long string of titles that I recognize immediately. Then he overviews several reality TV shows they are currently shooting.
At this point, I decide to show him the two-page concept that I d drafted.
He skims it, then looks up. I like it.
So you would be expecting me to invest in this show?
No. That s my job to raise the funding. We would own the show together and split the net profits fifty-fifty.
My first thought: Maybe he s taking money out of the proceeds, so that there is no profit. Could you forward a typical production budget for my review? His assistant does so the next day.
Over the next few weeks, we meet several times to discuss the specifics of the deal. On one occasion, he brings his son with him, who is working on a documentary for the History Channel.
Barry agrees to add every clause and safeguard I propose into our written contract. He reports that a couple of net
Hmmm. That could work. Seriously. I ll pass the idea on to Barry if you want me to. He s in LA this week. Have you been to Universal Studios? Amazing place. Anyway. Barry makes all those show decisions. I don t get into that. I just sell the programming into the hotels once the shows are shot. Occasionally, I go on one of the funding meetings if they re close by. Like a couple of weeks ago. Barry got a few doctors in a room. Pitched them on a new series he s doing. Twenty-five minutes. They all invested $50,000, and that was enough to put the first series in the can. . . . But it s unusual for me to go.
We talk a little further about the general manager s job. But I quickly decide it s a no-go. He s a nice guy, but I need a long-termer in the position.
A week later Phil calls again. Barry will be back from LA tomorrow afternoon. I mentioned your reality TV show to him. He wants to talk to you. Can you meet with him tomorrow at two?
Sure. Actually, I hadn t given the idea another minute s thought since Phil had left my office a week earlier. But I spend the rest of the day and evening writing up a treatment.
The next day Barry, Phil, and I meet in my office. We trade background information. Barry tells me about the movies he and his business partner have produced a long string of titles that I recognize immediately. Then he overviews several reality TV shows they are currently shooting.
At this point, I decide to show him the two-page concept that I d drafted.
He skims it, then looks up. I like it.
So you would be expecting me to invest in this show?
No. That s my job to raise the funding. We would own the show together and split the net profits fifty-fifty.
My first thought: Maybe he s taking money out of the proceeds, so that there is no profit. Could you forward a typical production budget for my review? His assistant does so the next day.
Over the next few weeks, we meet several times to discuss the specifics of the deal. On one occasion, he brings his son with him, who is working on a documentary for the History Channel.
Barry agrees to add every clause and safeguard I propose into our written contract. He reports that a couple of net
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Autoren-Porträt von Dianna Booher
Dianna Booher is a business communication strategist, speaker, and author of numerous books. She s the recipient of an American Library Association s Best Nonfiction of the Year award, a member of the Speaker Hall of Fame, and one of Successful Meeting magazine s Top 21 Speakers for the 21St Century. Her consulting firm, Booher Research Institute, works with more than a third of the Fortune 500 companies to improve their communication.
Bibliographische Angaben
- Autor: Dianna Booher
- 2015, 176 Seiten, Maße: 13,8 x 18,9 cm, Kartoniert (TB), Englisch
- Verlag: Prentice Hall Press
- ISBN-10: 0735205337
- ISBN-13: 9780735205338
- Erscheinungsdatum: 16.02.2015
Sprache:
Englisch
Pressezitat
Dianna Booher has done it again! What More Can I Say is the definitive book on the hows and whys of communicating effectively. I ve always said leadership is an influence process and to influence others, you have to know how to get your point across clearly. What more can I say, other than Read this brilliant book! Ken Blanchard, coauthor of The One Minute Manager® and Legendary Service
To be a success you need to influence others, communicate persuasively and win the hearts and minds of those around you. Dianna Booher can give you the expert advice you need to succeed.
Darren Hardy, publisher and editor of SUCCESS Magazine and New York Times Bestselling Author of The Compound Effect
Dianna Booher may have accomplished the impossible. By following the tactics revealed in What More Can I Say?, you will communicate in a way that creates a dynamic engagement with others after which all parties walk away satisfied and smiling. Excellent work from one of today s most important communication experts.
Marshall Goldsmith, author or editor of 34 books including the global bestsellers MOJO and What Got You Here Won t Get You There.
Booher s What More Can I Say? does say it all in a way that s relevant, specific, compelling, and credible.
Ralph D. Heath, former Executive Vice President, Lockheed Martin Aeronautics Company
This is a wonderful book, fast-moving and enjoyable, loaded with practical ideas to make you a more influential and powerful communicator.
Brian Tracy, author, The Power of Charm
Useful and precise, this guide explains how to turn communication failures into communication successes in a variety of situations.
Library Journal
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