Welcome back to Business English Pod for today’s lesson on using visuals and describing charts and trends in an English presentation.

We’ve all sat through boring presentations, with PowerPoints that are just slide after slide of too much text. If all you’re doing is reading off your slides, then why do a presentation at all? And if your audience falls asleep, then you’ve effectively communicated nothing.

If you really want to grab people’s attention, you use visuals. That could mean not just pictures, but graphs and charts. There’s no better way to represent data than with graphs. But the graph doesn’t do all the work for you. You still need to give it life and make it a seamless part of your overall presentation.

The first thing you might do is introduce the point you want to make, before you use the visual. And remember that your audience might have some understanding of the topic already, so you should acknowledge that. And you can make it dramatic by using foreshadowing and highlighting important points. And just like in any presentation, it’s good to use clear transitions between points and slides.

In today’s dialog, we’ll hear a presentation from Pat, a director with a cell, or mobile phone manufacturer called Ambient. He’s presenting to the company’s sales team about how they’ve regained market share after a rough couple of years. We will hear how Pat uses visuals to enhance his presentation.

Listening Questions

1. At the start of his presentation, what does Pat say they will focus on?
2. When talking about the company called Sirus, what does Pat “draw people’s attention” to?
3. What does Pat say to transition to showing information about Ambient?

Download: Podcast MP3>>> The post BEP 103c – English Presentations Charts and Trends 1: Visuals first appeared on Business English Pod :: Learn Business English Online.

Welcome back to the Business English Skills 360 podcast as we look at how you can help others to develop good habits at work.

Making and breaking your own habits is hard enough. But as a manager or leader, how can you make or break habits in other people? I mean, how can you make sure your employees have good habits? Well, here’s the sad truth: you can’t make people change. But you can create the conditions that foster good habits and disincentivize bad habits.

One thing to be mindful of from the outset is the difference between habits and simple compliance. I mean, do you want people to do something only if and when their boss is watching? Or do you want that behavior to be automatic, something that the employee does because that’s just how things work in your company. In other words: how things work in your culture, which includes people’s shared habits.

Download: Podcast MP3>>> The post Skills 360 – Developing Good Habits (2) first appeared on Business English Pod :: Learn Business English Online.

Welcome back to the Business English Skills 360 podcast as we look at how to develop good habits for success at work.

The start of a new year feels like the right time to make big resolutions, or promises to yourself. You’re going to call people back promptly. You’re going to keep a tidy desktop. You’re going to stop reading new emails as soon as they come in. You’re going to manage your time better. It sure feels great to make these resolutions. But what doesn’t feel great is the realization in February that you haven’t made good on any of your promises.

In most cases, the problem is that people intuitively believe that setting a goal or making a resolution is enough. But it’s not. Setting a goal without looking at the systems that support specific habits or behaviors is useless. Intention isn’t enough. You need to break down what happens around habits, both good and bad, and create the right conditions for the right behaviors.

Download: Podcast MP3>>> The post Skills 360 – Developing Good Habits (1) first appeared on Business English Pod :: Learn Business English Online.

Welcome back to Business English Pod for today’s lesson on finishing a meeting in English. We’ll learn how to summarize action points and wrap up the meeting.

A well-run meeting can be productive and useful. But a poorly run meeting can leave everyone feeling like their time has been wasted. And one of the big differences between good and bad meetings is how they end.

A good meeting doesn’t slowly run out of energy. Instead, there’s a clear ending to it. And people come out of the meeting with a strong sense of purpose and a clear idea of what they need to do. Without a sense of purpose, people might feel like the meeting generated a lot of discussion but nothing more.

Giving a strong finish to a meeting isn’t actually that hard to do. First off, you need to be clear that the meeting is about to end. That gives people a chance to collect their thoughts. Next, you can summarize the action points and assign tasks. You may also want to emphasize how important they are to give some extra motivation. Then you can wrap up the meeting with some closing thoughts.

In today’s dialog, we’ll join a meeting at a bank. The team has been discussing some recent issues and future plans. You will hear Lisa provide a strong finish to the meeting with James, Bryan, Charles, and Cecilia.

Listening Questions

1. What question does Lisa ask the group before stating the action items?
2. What does Lisa emphasize about James planned action?
3. What does Lisa say to officially end the meeting?

Download: Podcast MP3>>> The post BEP 81c – Meeting English: Action Points and Wrapping Up first appeared on Business English Pod :: Learn Business English Online.

Welcome back to Business English Pod for today’s English for meetings lesson on how to deal with interruptions during a meeting.

Meetings are a very important part of work life. They are where decisions are made, relationships are built, and work is coordinated. When meetings go smoothly, they can feel very productive. But meetings can easily become messy and unfocused.

In many cases, people compete for time and attention during meetings. They interrupt each other to give new ideas, disagree, or try to get their way. Knowing how to deal with interruptions is a critical skill if you want to participate fully in a meeting.

Interrupting people is easier if you learn some useful phrases. You can also learn language to help you stop an interruption and finish what you were saying. In some cases, you might need to concede someone else’s point, either partly or fully. When we concede a point, we are saying “okay, you’re right.” Sometimes that’s the key to moving on after an interruption.

In today’s dialog, we’ll join a meeting at a manufacturing company. Bill is the production manager and Mei Lin and Sam work in HR. They are discussing staffing and recruiting for a new production line. Bill is keen to hire new staff, but Sam and Mei Lin want to explore alternative approaches so there’s a lot of disagreement and interrupting during the meeting.

Listening Questions

1. What does Bill say is the purpose of the meeting?
2. What is one of the expressions Mei Lin uses to interrupt Bill when he’s speaking?
3. What does Bill say to get back to what he was trying to say after being interrupted?

Download: Podcast MP3>>> The post BEP 68c – English for Meetings: Dealing with Interruptions first appeared on Business English Pod :: Learn Business English Online.

Welcome back to Business English Pod for the second part of our look at managing conflict with subcontractors. In this lesson we’re going to focus on dealing with scope creep, cost disputes and conflicting priorities.

When things go sideways with contractors, it’s rarely because of one big mistake. It’s usually a thousand small disagreements that pile up. Different expectations, unclear goals, or shifting priorities can spoil what’s supposed to be a healthy collaboration. Learning to manage these conflicts will help you keep projects on track and maintain trust.

When problems come up, smart project managers don’t avoid the hard conversations. Instead, they face things head-on. This requires good communication skills, and fortunately, these skills can be learned.

Some of the things you might face are conflicts over the scope of a project or resources. And don’t be surprised if you disagree on money, or costs. Learning to face these issues directly is one thing. But you also need to learn the art of compromise and seek constructive solutions.

In today’s dialog, we’ll join a telephone conversation between a project manager named Celia and a subcontractor named Raj. Celia works for a software development company that has hired Raj’s team to build a payment gateway module for a new banking app.

Listening Questions

1. What piece of work do Celia and Raj disagree about, in terms of whether its part of the project scope?
2. What compromise does Celia suggest on the issue of costs?
3. At the end of the dialog, what solution does Celia state that she wants to see to prevent further problems?

Download: Podcast MP3>>> The post BEP 419 – English for Projects: Managing Conflict with Contractors 2 first appeared on Business English Pod :: Learn Business English Online.

Welcome back to Business English Pod for the first in a two-part lesson on English for project management and dealing with subcontractors. In this lesson we’re going to look at how to manage conflict with an external contractor.

Very few projects run perfectly smoothly. There are just too many variables involved to expect nothing to go wrong. One of the trickiest variables in any project is the people involved. And some of the trickiest people issues are conflicts with subcontractors or external vendors.

Conflict with subcontractors is almost inevitable. Different companies have different goals, priorities, and communication styles. Project managers who know how to handle tension early can prevent escalation and maintain a productive working relationship. And this can keep everyone focused on results instead of resentment.

Managing conflicts well requires a very tricky balance. You need to address issues and accountability head-on, while remaining diplomatic. You need to set expectations but steer away from too much blame. And it can be very helpful, as you do this, to reference documents to achieve clarity.

In today’s dialog, we’ll listen to a telephone conversation featuring a project manager named Celia at a software development company. Her company has outsourced the payment gateway module of a new banking app. Now she’s talking to Raj from the subcontractor about their first delivery, which doesn’t meet expectations.

Listening Questions

1. What are the problems that Celia introduces directly near the start of the dialog?
2. What document does Celia refer to in order to clarify their agreement?
3. At the end of the dialog, Celia sets some clear expectations. What’s the timeline she expects for the actions she mentions?

Download: Podcast MP3>>> The post BEP 418 – English for Projects: Managing Conflict with Contractors 1 first appeared on Business English Pod :: Learn Business English Online.

Welcome back to the Business English Skills 360 podcast as we continue our look at how to develop a persuasive approach in business.

To be persuasive in business, you need more than facts and logic, and you must also connect emotionally. People make decisions with both their minds and their hearts, so showing warmth and friendliness helps make them more open to your ideas.

You don’t need to be overly social; simply showing empathy and genuine interest in others is enough. Asking questions not only builds rapport but also gives you insight into what motivates people, allowing you to adapt your approach.

Emotions play a key role in persuasion. You can appeal to fear (“sales may drop if we don’t act”), hope (“this plan will give us our weekends back”), or pride (“this will make us leaders in our field”). Another powerful emotion is belonging – people want to feel part of a group or shared vision. You can use this by framing your message around teamwork or industry trends (“the whole industry is moving this way”).

A couple of useful techniques are contrasting and hyperbole. Contrasting means presenting two choices where one clearly supports your message. Adding hyperbole, or deliberate exaggeration, can also make your message more memorable (“this could be the most important decision in our company’s history”).

Persuasion isn’t purely an exercise in logic. It’s not just people’s minds that you need to consider, but also their hearts. That’s why we try to make a connection with them emotionally, or personally. We try to learn about them so we can adapt our approach. We appeal to a broad range of their emotions. And we use techniques like contrast and hyperbole to ramp up the impact of our ideas.

Download: Podcast MP3>>> The post Skills 360 – Developing a Persuasive Approach (2) first appeared on Business English Pod :: Learn Business English Online.