The empty train crept down the track,
It slid into the station.
Eight coaches long, from front to back,
It raised our expectations.
It paused, then rolled reluctantly
Towards the eight-coach mark.
We raised our heads expectantly
But every coach was dark.
Unlit inside, unwashed outside,
A nightmare, not a dream,
The prospect of a grisly ride,
Unlike the age of steam.
It shuddered, squealed, then suddenly
It picked up speed once more,
And scorning us quite openly,
It opened not one door.
The people stood and watched it go
In silent resignation,
Their Monday morning spirits low –
Commuters know their station.
Sunday, 28 June 2009
Friday, 26 June 2009
10 Tips On Using Business Cards
1. Exchanging business cards should ALWAYS be done with respect and decorum, whichever country you are in. It is so easy to make a cultural gaffe.
2. In Asia, offering and receiving cards is a very formal ceremony and, in a formal meeting, the cards are kept on display during the meeting. It is a good idea to place the cards you receive in a pattern that corresponds to where each person is seated, so that you can use the correct name.
3. In Asia, never casually offer your card with just one hand. Hold your card with both hands when you give it, and bow slightly.
4. Always pass it the right way up so the other person can read it immediately. This shows consideration for the other person.
5. Show respect when you receive a card by using both hands. Especially in the Far East. Look at it, study it, then put it away or on the table carefully. Do not put it into your back (hip) pocket. (Equally, do not offer an Oriental a card taken from your wallet in your back pocket.)
6. Don't write on other people's business cards
7. The Japanese like photographs on cards. These are beginning to become common in the US and UK. It is worth putting your photo on your own card -- using the same photograph as you might have opn your website.
8. Many US/UK companies are dispensing with job titles, as they are considered unnecessary. However, titles are very important in most other cultures, so use them when abroad. They signify seniority and status, both of which are important in many countries.
9. Have supplementary information or a translation on the reverse side of your card.
10. Your card represents you, so don't use tatty or out-of-date ones. Your card conveys an impression of who you are, and is the main impression that remains when you have left.
2. In Asia, offering and receiving cards is a very formal ceremony and, in a formal meeting, the cards are kept on display during the meeting. It is a good idea to place the cards you receive in a pattern that corresponds to where each person is seated, so that you can use the correct name.
3. In Asia, never casually offer your card with just one hand. Hold your card with both hands when you give it, and bow slightly.
4. Always pass it the right way up so the other person can read it immediately. This shows consideration for the other person.
5. Show respect when you receive a card by using both hands. Especially in the Far East. Look at it, study it, then put it away or on the table carefully. Do not put it into your back (hip) pocket. (Equally, do not offer an Oriental a card taken from your wallet in your back pocket.)
6. Don't write on other people's business cards
7. The Japanese like photographs on cards. These are beginning to become common in the US and UK. It is worth putting your photo on your own card -- using the same photograph as you might have opn your website.
8. Many US/UK companies are dispensing with job titles, as they are considered unnecessary. However, titles are very important in most other cultures, so use them when abroad. They signify seniority and status, both of which are important in many countries.
9. Have supplementary information or a translation on the reverse side of your card.
10. Your card represents you, so don't use tatty or out-of-date ones. Your card conveys an impression of who you are, and is the main impression that remains when you have left.
Thursday, 11 June 2009
Why Speaking Louder and Slower Does Not Work
"Every country has its way of saying things. The importance is that which lies behind peoples' words."
Freya Stark: 'The Journeys Echo'
To understand what lies behind the words of someone from another culture, you need cultural adaptability.
In some eastern cultures it is unsophisticated to show surprise. Someone raised that way will respond very coolly to dramatic news, let alone ordinary conversation. A westerner may well imagine that he is not 'getting through', or that the easterner has not understood. The westerner is used to his listeners responding with 'Really'? and 'Oh ah!' and nods of agreement throughout the exchange, and he is uncomfortable when his oriental listener merely nods at the end to indicate, 'Message received and understood'.
We all process information differently, and the way we do so is reflected in the language we use. However, it is important to remember which came first, the mental processes or the language. Clearly, language followed the mental processes. Or rather, the way a nation uses its language indicates how its people think. The English language, for example, can be used in more ways than one. Brits and Americans use the active voice, direct speech and action verbs. The people of Malawi tend to speak and write in the passive voice, third person, and indirect speech. The Arabs have a similar approach. Same language, different attitudes.
In communicating with other cultures, cultural adaptability is more important than language skills. You need a strong willingness to understand what it is that causes the people of another culture to think and behave the way they do. You need to 'tune in'. Cultural adaptability is about switching your communication style to facilitate understanding or to make it easier to work together. You may need to accept that other cultures need time to consider what you say before agreeing or accepting. It may strike you as resistance or even discourtesy, but it may only be the normal response in their culture.
Speaking louder and slower will only make things worse.
Freya Stark: 'The Journeys Echo'
To understand what lies behind the words of someone from another culture, you need cultural adaptability.
In some eastern cultures it is unsophisticated to show surprise. Someone raised that way will respond very coolly to dramatic news, let alone ordinary conversation. A westerner may well imagine that he is not 'getting through', or that the easterner has not understood. The westerner is used to his listeners responding with 'Really'? and 'Oh ah!' and nods of agreement throughout the exchange, and he is uncomfortable when his oriental listener merely nods at the end to indicate, 'Message received and understood'.
We all process information differently, and the way we do so is reflected in the language we use. However, it is important to remember which came first, the mental processes or the language. Clearly, language followed the mental processes. Or rather, the way a nation uses its language indicates how its people think. The English language, for example, can be used in more ways than one. Brits and Americans use the active voice, direct speech and action verbs. The people of Malawi tend to speak and write in the passive voice, third person, and indirect speech. The Arabs have a similar approach. Same language, different attitudes.
In communicating with other cultures, cultural adaptability is more important than language skills. You need a strong willingness to understand what it is that causes the people of another culture to think and behave the way they do. You need to 'tune in'. Cultural adaptability is about switching your communication style to facilitate understanding or to make it easier to work together. You may need to accept that other cultures need time to consider what you say before agreeing or accepting. It may strike you as resistance or even discourtesy, but it may only be the normal response in their culture.
Speaking louder and slower will only make things worse.
Monday, 8 June 2009
10 Top Tips in Visual Aids
Having recently been exposed to a number of information-rich Presentations (PowerPoint) I think it might be useful to re-state some basic guidelines. It is all too easy to fall into the trap of illustrating everything, and putting too much detail into slides. The result is a confusing presentation that causes people to switch off.
The most important thing to remember about visual aids is that they should assist the message, not become the message. A visual aid may be a flip chart, a slide, or some other prop. Its purpose is to aid understanding and recall. That's all. It is not a substitute for the Presenter.
PowerPoint has seduced many presenters into overdoing the number of slides. They might as well put on a video! Here are a few simple rules.
1. Each visual aid should have a single purpose -- one message.
2. How many words? Follow the 7x7 rule. No more than seven lines and no more than seven words per line. Even better is the 5x5 rule, because you have five fingers on each hand, and each finger can be used to correspond to the five bullet points, as you present.
3. A slide must be a legitimate summary of what you will be saying in that part of the presentation.
4. In general, each slide must be a brief and clear summary that can be instantly understood. Its design should not send the eye in several different directions.
5. Projected slides are the brightest objects in the room. So beware of becoming subsidiary to the screen. Unless you are describing a graph or reading a quotation, do not face the screen and read the words of your slide. Your audience can read it faster, and will resent being read to.
6. Use the visual aid to make the point, then switch it off. If you are using PowerPoint, press letter 'B' and the screen will go black. When you need the visual to reappear, press 'B' again. You will then retain attention.
7. If you are using a flip chart, write in letters at least 2 inches (5cm) high. Do not write on a flip chart for audiences of more than 25 -- those at the back will not be able to read what you write, unless you write HUGE with a broad nib marker.
8. Make sure the type on your slides is large enough to be read from every part of the room. Check in advance. Do not rely on the tolerance of your audience.
9. Use pictures. A presentation with text-only slides is visually boring.
10. Practise the presentation, so that the slide changes are slick and unnoticeable. It helps to have a print-out of the slides in front of you, so that you know what's the next slide and can lead up to it.
Finally, please remember that your focus should be on the message you want to impart - a message that arises within you, and one that you could, if necessary, put across without any slides at all. What people want from you is your Wisdom, not your PowerPoint slides.
For more help contact phillip@pkpcommunicators.com
The most important thing to remember about visual aids is that they should assist the message, not become the message. A visual aid may be a flip chart, a slide, or some other prop. Its purpose is to aid understanding and recall. That's all. It is not a substitute for the Presenter.
PowerPoint has seduced many presenters into overdoing the number of slides. They might as well put on a video! Here are a few simple rules.
1. Each visual aid should have a single purpose -- one message.
2. How many words? Follow the 7x7 rule. No more than seven lines and no more than seven words per line. Even better is the 5x5 rule, because you have five fingers on each hand, and each finger can be used to correspond to the five bullet points, as you present.
3. A slide must be a legitimate summary of what you will be saying in that part of the presentation.
4. In general, each slide must be a brief and clear summary that can be instantly understood. Its design should not send the eye in several different directions.
5. Projected slides are the brightest objects in the room. So beware of becoming subsidiary to the screen. Unless you are describing a graph or reading a quotation, do not face the screen and read the words of your slide. Your audience can read it faster, and will resent being read to.
6. Use the visual aid to make the point, then switch it off. If you are using PowerPoint, press letter 'B' and the screen will go black. When you need the visual to reappear, press 'B' again. You will then retain attention.
7. If you are using a flip chart, write in letters at least 2 inches (5cm) high. Do not write on a flip chart for audiences of more than 25 -- those at the back will not be able to read what you write, unless you write HUGE with a broad nib marker.
8. Make sure the type on your slides is large enough to be read from every part of the room. Check in advance. Do not rely on the tolerance of your audience.
9. Use pictures. A presentation with text-only slides is visually boring.
10. Practise the presentation, so that the slide changes are slick and unnoticeable. It helps to have a print-out of the slides in front of you, so that you know what's the next slide and can lead up to it.
Finally, please remember that your focus should be on the message you want to impart - a message that arises within you, and one that you could, if necessary, put across without any slides at all. What people want from you is your Wisdom, not your PowerPoint slides.
For more help contact phillip@pkpcommunicators.com
Friday, 5 June 2009
The difference betwen communicating in writing and in person
There are a few fundamental differences in the communication process when it is conducted in person, against written communication. They fall under three broad headings: language, attitude and feedback.
LANGUAGE:
The language that is written to be read is different from the language that is written to be said. The main differences are:
• Grammatical - spoken language is less correct
• Repetition - spoken language uses more repetition, while written texts let you go back and read again what you might have missed
• Sentence length - speech requires shorter sentences
• Directness - speech requires you to get to the point of a sentence quicker
• Vocabulary - written texts tend to have a higher level of vocabulary
ATTITUDE:
Written texts are usually read in the absence of the author, and their meaning is coloured by the reader, not the author. Spoken texts are always coloured by the author's delivery.
Spoken texts are more likely to be intended to influence the feelings as well as the thinking of the audience. They are therefore more likely to reveal the speaker's intentions. Written texts can be more subtle.
The speaker can use oratorical devices such as repetition and rhythm to stir the emotions. Sound adds much to the effect of words, especially if the words also make powerful pictures in the minds of the listeners.
FEEDBACK:
• The speaker can see how the audience is reacting, and adjust his/her delivery.
• The speaker can go back and explain in greater detail if necessary.
• The writer cannot take back what has been written. The speaker can (sometimes) take back what might have caused misunderstanding or offence.
The speaker can be influenced by the listener more readily than the writer by the reader.
Although there are rules in common (for example, in following the sequence of Persuasion), it is essential to treat these two forms of verbal communication differently, both in the preparation and in the delivery.
For guidance and/or coaching call me on 07768 696254.
LANGUAGE:
The language that is written to be read is different from the language that is written to be said. The main differences are:
• Grammatical - spoken language is less correct
• Repetition - spoken language uses more repetition, while written texts let you go back and read again what you might have missed
• Sentence length - speech requires shorter sentences
• Directness - speech requires you to get to the point of a sentence quicker
• Vocabulary - written texts tend to have a higher level of vocabulary
ATTITUDE:
Written texts are usually read in the absence of the author, and their meaning is coloured by the reader, not the author. Spoken texts are always coloured by the author's delivery.
Spoken texts are more likely to be intended to influence the feelings as well as the thinking of the audience. They are therefore more likely to reveal the speaker's intentions. Written texts can be more subtle.
The speaker can use oratorical devices such as repetition and rhythm to stir the emotions. Sound adds much to the effect of words, especially if the words also make powerful pictures in the minds of the listeners.
FEEDBACK:
• The speaker can see how the audience is reacting, and adjust his/her delivery.
• The speaker can go back and explain in greater detail if necessary.
• The writer cannot take back what has been written. The speaker can (sometimes) take back what might have caused misunderstanding or offence.
The speaker can be influenced by the listener more readily than the writer by the reader.
Although there are rules in common (for example, in following the sequence of Persuasion), it is essential to treat these two forms of verbal communication differently, both in the preparation and in the delivery.
For guidance and/or coaching call me on 07768 696254.
Tuesday, 26 May 2009
Lost in translation
Every time a text is translated from one language to another, something changes. If you translate back and forth between English and a a succession of different languages, you could quickly lose the sense of what you started to say.
Here's one example:
Original English Text:
With the recent launch of the ONETEAM plan the ELT and I thought it would be a good idea to create a dedicated forum to keep you updated on the progress we are making and, at the same time, each engagement team will have the opportunity, on a voluntary basis, to give an update on the progress they have made on their own engagement plan.
Translated to French:
Avec le lancement récent du plan d'ONETEAM le ELT et moi avons pensé
que ce serait une bonne idée de créer un forum dédié pour vous
maintenir mis à jour sur le progrès que nous accomplissons et, en
même temps, chaque équipe d'enclenchement aura l'occasion, sur une
base volontaire, de donner une mise à jour sur le progrès ils ont
accompli sur leur propre plan d'enclenchement.
Translated back to English:
With the recent launching of the plan of ONETEAM the ELT and me
thought that it would be a good idea to create a forum dedicated to
maintain you updated on progress that we achieve and, at the same
time, each team of interlocking will have the occasion, on a voluntary
basis, to give an update on progress they achieved on their own plan
of interlocking.
Translated to German:
Mit dem neuen Starten des Planes von ONETEAM das ELT und ich, die Gedanke, dass es eine gute Idee sein würde, ein Forum herzustellen, das eingesetzt wurde, um Sie beizubehalten, auf Fortschritt, den wir erzielen und gleichzeitig jedem Team des Ineinandergreifens änderte hat die Gelegenheit auf freiwilliger Basis zum eines Aktualisierungsvorganges auf Fortschritt zu geben sie auf ihrem eigenen Plan des Ineinandergreifens erzielten.
Translated back to English:
With the new starting of the plan of ONETEAM ELT and I to manufacture a forum the thought that it would be a good idea, which was used, in order to maintain you, on progress, which we obtain and at the same time to each team of interlinking modified has the opportunity on voluntary base to a updating process on progress to give it on their own plan of interlinking obtained.
Translated to Italian:
Con nuovo cominciare del programma di ONETEAM ELT ed I produrre una
tribuna il pensiero che sarebbe una buona idea, che è stata usata,
per effettuarli, su progresso, quale otteniamo ed allo stesso tempo ad
ogni squadra di collegamento modificata ha l'occasione sulla base
volontaria ad un processo d'aggiornamento su progresso darlo sul loro
proprio programma di collegamento ottenuto.
Translated back to English:
With new beginning of the program of ONETEAM ELT and producing a
tribune the thought that would be a good idea, that has been used, in
order to carry out them, on progress, which we obtain and at the same
time to every square of modified connection it has the occasion on the
voluntary base to a refresh process on progress to give it on theirs
just program of obtained connection.
Translated to Portuguese:
Com começo novo do programa de ONETEAM ELT e produzir um tribune o
pensamento que seria uma idéia boa, isso foi usado, a fim
realizá-lo, no progresso, qual nós obtemos e ao mesmo tempo a cada
quadrado da conexão que modificada tem a ocasião na base voluntária
a um processo refrescar no progresso para lhe dar em dele o programa
justo da conexão obtida.
Translated back to English:
With new start of the program of ONETEAM ELT and to produce one
tribune the thought that would be a good idea, this was used, the end
to carry through it, in the progress, which we gets and at the same
time to each square of the connection that modified has the occasion
in the voluntary base to a process to refresh in the progress for
giving to it just in of it the program of the gotten connection.
Translated to Spanish:
Con el nuevo comienzo del programa de ONETEAM ELT y producir una tribuna el pensamiento que sería una buena idea, esto fue utilizado, el extremo para llevar con él, en el progreso, cuáles conseguimos y al mismo tiempo a cada cuadrado de la conexión que se modificó tiene la ocasión en la base voluntaria a un proceso a restaurar en el progreso para darle apenas adentro de él el programa de la conexión conseguida.
Translated back to English:
With the new beginning of the program of ONETEAM ELT and to produce a tribune the thought that would be a good idea, this was used, the end to take with him, in the progress, which we obtained and at the same time to each squaring of the connection that modified it has the occasion in the voluntary base to a process to recover in the progress to just give inside of him the program him of the secured connection.
Que?
Here's one example:
Original English Text:
With the recent launch of the ONETEAM plan the ELT and I thought it would be a good idea to create a dedicated forum to keep you updated on the progress we are making and, at the same time, each engagement team will have the opportunity, on a voluntary basis, to give an update on the progress they have made on their own engagement plan.
Translated to French:
Avec le lancement récent du plan d'ONETEAM le ELT et moi avons pensé
que ce serait une bonne idée de créer un forum dédié pour vous
maintenir mis à jour sur le progrès que nous accomplissons et, en
même temps, chaque équipe d'enclenchement aura l'occasion, sur une
base volontaire, de donner une mise à jour sur le progrès ils ont
accompli sur leur propre plan d'enclenchement.
Translated back to English:
With the recent launching of the plan of ONETEAM the ELT and me
thought that it would be a good idea to create a forum dedicated to
maintain you updated on progress that we achieve and, at the same
time, each team of interlocking will have the occasion, on a voluntary
basis, to give an update on progress they achieved on their own plan
of interlocking.
Translated to German:
Mit dem neuen Starten des Planes von ONETEAM das ELT und ich, die Gedanke, dass es eine gute Idee sein würde, ein Forum herzustellen, das eingesetzt wurde, um Sie beizubehalten, auf Fortschritt, den wir erzielen und gleichzeitig jedem Team des Ineinandergreifens änderte hat die Gelegenheit auf freiwilliger Basis zum eines Aktualisierungsvorganges auf Fortschritt zu geben sie auf ihrem eigenen Plan des Ineinandergreifens erzielten.
Translated back to English:
With the new starting of the plan of ONETEAM ELT and I to manufacture a forum the thought that it would be a good idea, which was used, in order to maintain you, on progress, which we obtain and at the same time to each team of interlinking modified has the opportunity on voluntary base to a updating process on progress to give it on their own plan of interlinking obtained.
Translated to Italian:
Con nuovo cominciare del programma di ONETEAM ELT ed I produrre una
tribuna il pensiero che sarebbe una buona idea, che è stata usata,
per effettuarli, su progresso, quale otteniamo ed allo stesso tempo ad
ogni squadra di collegamento modificata ha l'occasione sulla base
volontaria ad un processo d'aggiornamento su progresso darlo sul loro
proprio programma di collegamento ottenuto.
Translated back to English:
With new beginning of the program of ONETEAM ELT and producing a
tribune the thought that would be a good idea, that has been used, in
order to carry out them, on progress, which we obtain and at the same
time to every square of modified connection it has the occasion on the
voluntary base to a refresh process on progress to give it on theirs
just program of obtained connection.
Translated to Portuguese:
Com começo novo do programa de ONETEAM ELT e produzir um tribune o
pensamento que seria uma idéia boa, isso foi usado, a fim
realizá-lo, no progresso, qual nós obtemos e ao mesmo tempo a cada
quadrado da conexão que modificada tem a ocasião na base voluntária
a um processo refrescar no progresso para lhe dar em dele o programa
justo da conexão obtida.
Translated back to English:
With new start of the program of ONETEAM ELT and to produce one
tribune the thought that would be a good idea, this was used, the end
to carry through it, in the progress, which we gets and at the same
time to each square of the connection that modified has the occasion
in the voluntary base to a process to refresh in the progress for
giving to it just in of it the program of the gotten connection.
Translated to Spanish:
Con el nuevo comienzo del programa de ONETEAM ELT y producir una tribuna el pensamiento que sería una buena idea, esto fue utilizado, el extremo para llevar con él, en el progreso, cuáles conseguimos y al mismo tiempo a cada cuadrado de la conexión que se modificó tiene la ocasión en la base voluntaria a un proceso a restaurar en el progreso para darle apenas adentro de él el programa de la conexión conseguida.
Translated back to English:
With the new beginning of the program of ONETEAM ELT and to produce a tribune the thought that would be a good idea, this was used, the end to take with him, in the progress, which we obtained and at the same time to each squaring of the connection that modified it has the occasion in the voluntary base to a process to recover in the progress to just give inside of him the program him of the secured connection.
Que?
Monday, 11 May 2009
The Right Language for Business
Poor English is probably one of the most powerful and least suspected causes of lost business. If it could be measured, the scale of the losses would be frightening.
Consider your own reaction to the often hilarious signs and notices you encounter abroad in hotels, brochures and shop windows. A card in the window of a Hong Kong tailor says, “Ladies may have a fit upstairs”, while a hotel in Paris advises you to “Leave your values at the front desk”. A sign in a foreign dry cleaners reads, “Ladies, leave your clothes here and have a good time”.
Such errors are not confined to small businesses. Even multi-national corporations can make expensive mistakes with language. Pepsi Cola’s first venture into China suffered from the direct translation of their regular slogan, “Come alive with Pepsi”. In Chinese it came out as “Pepsi brings your ancestors back from the grave”. Similarly, the whiskey liqueur, Irish Mist, failed to appeal to German drinkers, because Mist is German slang for something unpleasant.
Beyond these glaring cross-cultural howlers, there are many grammatical and other errors regularly made by UK businesses in their dealings with their English speaking markets. There are also examples of language that might seem clear to the writer, but not to most of us. Have you ever read the instructions for filling out a tax return or some other official document? The individual words may be familiar, but the way they are combined may leave you gasping for air.
It does a business like yours no good at all to use language in this way. Because English is the language of business, if you use it badly you will lose out. So let me briefly illustrate some of the ways in which language gets in the way of good communication, and offer you some simple solutions.
Common errors
One of the most common errors in letters goes like this: “As a valued customer, we would like to make you an offer.” I understand the intention, but the way it is written suggests that the valued customer is the writer. Here are two alternative ways to express the same idea correctly:
1. As a valued customer, you are entitled to a special offer.
2. Because you are a valued customer, I’d like to make you an offer.
Another error from the same stable is “between you and I” or some version of that. For example, “It appeals to you and I” should be “It appeals to you and me”. When you reverse the words You and I, or when you leave out You altogether, you can hear how wrong it sounds to say “It appeals to I”.
Speaking in riddles
A newspaper astrologer whose Horoscopes appear in the newspapers of more than one country, recently wrote this: The problems you’re currently facing are aggravating. And they promise to become more complicated this week. Still, they’re no surprise. Ironically their increased severity both acts as a spur to tackle these head on and get those who’re equally involved in finding a solution.
I must confess I had to read it a few times before I properly understood what was meant.
The English have a tendency to speak and write in metaphors, which are not always understood by those from other countries. A piece in The Guardian about Jonny Wilkinson had this: “He seems perpetually to glow. It’s as though Jonny is perpetually bathed in the golden light of a late summer afternoon.” It’s attractive and poetic, and fine in some contexts, but worth avoiding in business.
Another source of confusion is the use of negatives. An American company was negotiating a textile deal with a Japanese firm. Towards the end of the negotiations, the Japanese chief negotiator brought his team to run through a check list of agreements with his American counterpart. As he raised each point, the American answered, “No problem.”
The Japanese negotiator became increasingly tense and eventually closed his notebook, stood up and left the room. Aghast, the American said, “What happened? Why did he leave?” The Japanese No. 2 said, “We are very disappointed that all the points we had agreed are now not agreed.”
The American had said “(There is) no problem”, but the Japanese had heard, “No. (There is a) problem.” That’s the danger of using a negative form of words to express a positive idea.
Globish
Jean-Paul Nerriere, a retired vice president of IBM in the United States, has come up with a simplified form of business English. He intended it for use in international dealings, but it could have value in Britain as well. He calls it Globish.
According to his research, there could be as many as 615,000 words in the English language, but he noticed that foreigners using English did so in a simple way, using very few words. A Korean and a German might converse in a form of English that you might find hard to follow, but they manage to understand each other. About one billion people (one sixth of the world’s population) is now using some non-standard or non-Anglo-American form of English. In fact, some 80% of the world’s home pages on the internet use “some kind of English”.
Nerriere formalised it as Globish, based on a vocabulary of just 1,500 words, short sentences and an absence of idiomatic expressions.
Self important language
Even while Globish and texting are simplifying language, official organisations are still using language that is both old-fashioned and self important. A job ad in The Times has this:
Over the past two years we have turned our business around and restored it to a sound financial and operational position, investing in our infrastructure and people, and greatly improving the service experience of … customers.
Service experience?
Another ad in the same paper has this:
The Council is the CC’s strategic management Board, responsible for establishing the overall strategic direction of the Commission, as well as ensuring high standards of governance and efficient discharge of the CC’s statutory functions.
With a little effort it is possible to work out what is meant, but why does it have to use language that is not immediately clear?
Here’s a simple rule of thumb for anything you are writing: let the reader understand what it’s about in 3 seconds or less.
Emails
Consider how you treat emails. How do you decide whether to read or discard the many emails that flood into your Inbox every day?
Typically, I get about 300 a day. And because I am out and about, I also receive them on my Blackberry. I cannot afford much time to go through emails and vet them, so I check and clear several times a day. Most emails get about one second of my time before they are deleted. Who sent it, and what is it about? That’s all I need to know before I read or delete it.
Now, what if one of those emails came from you?
On my Blackberry the subject line is very short, so the first TWO WORDS must be attractive. If I then open the email, I want to know immediately what it’s about. I look for three things:
1. the full subject line (is it spam?)
2. how I am addressed (got my name right?)
3. the opening sentence (what’s the offer?)
Three things in three seconds. Only then will I consider reading the email. And even then I skim read. So it is vitally important to get to the point.
Leonard Bernstein wrote the music for My Fair Lady. At the height of his fame, a young man approached him with an idea for a new musical. “Write it on the back of your business card,” said Bernstein. The young man protested, “I couldn’t possibly fit it on the back of my card!”
“Then,” said Bernstein, “it isn’t ready.” So get to the point quickly.
Jargon
The use of jargon is guaranteed to turn off and even antagonise people. Often it is used to indicate “I am on the inside track. I am in the know.” It’s an attitude that conflicts with the purpose of communication.
Jargon is not only the use of specialist terms (which sometimes cannot be avoided), but also the use of certain standard phrases that are mistaken for business English. Here’s an example I picked up from another article on clear communication:
“Moving forwards, we at Virgin Trains are looking to take ownership of the flow in question to apply our pricing structure, thus resulting in this journey search appearing in the new category-matrix format … I hope this makes the situation clear.”
Clear? Not bloomin’ likely! I don’t know if it actually came from a Virgin Trains document, but it’s a fine example of the kind of language to avoid.
Finally …
It’s always better to say or write something, than to remain silent. But remember that you will be judged by a critical audience. So write as you would speak to someone you respect. And then get a good writer to cast an eye over it and correct the most glaring errors.
Be direct, get to the point early, and don’t let anything get in the way of your enthusiasm.
Consider your own reaction to the often hilarious signs and notices you encounter abroad in hotels, brochures and shop windows. A card in the window of a Hong Kong tailor says, “Ladies may have a fit upstairs”, while a hotel in Paris advises you to “Leave your values at the front desk”. A sign in a foreign dry cleaners reads, “Ladies, leave your clothes here and have a good time”.
Such errors are not confined to small businesses. Even multi-national corporations can make expensive mistakes with language. Pepsi Cola’s first venture into China suffered from the direct translation of their regular slogan, “Come alive with Pepsi”. In Chinese it came out as “Pepsi brings your ancestors back from the grave”. Similarly, the whiskey liqueur, Irish Mist, failed to appeal to German drinkers, because Mist is German slang for something unpleasant.
Beyond these glaring cross-cultural howlers, there are many grammatical and other errors regularly made by UK businesses in their dealings with their English speaking markets. There are also examples of language that might seem clear to the writer, but not to most of us. Have you ever read the instructions for filling out a tax return or some other official document? The individual words may be familiar, but the way they are combined may leave you gasping for air.
It does a business like yours no good at all to use language in this way. Because English is the language of business, if you use it badly you will lose out. So let me briefly illustrate some of the ways in which language gets in the way of good communication, and offer you some simple solutions.
Common errors
One of the most common errors in letters goes like this: “As a valued customer, we would like to make you an offer.” I understand the intention, but the way it is written suggests that the valued customer is the writer. Here are two alternative ways to express the same idea correctly:
1. As a valued customer, you are entitled to a special offer.
2. Because you are a valued customer, I’d like to make you an offer.
Another error from the same stable is “between you and I” or some version of that. For example, “It appeals to you and I” should be “It appeals to you and me”. When you reverse the words You and I, or when you leave out You altogether, you can hear how wrong it sounds to say “It appeals to I”.
Speaking in riddles
A newspaper astrologer whose Horoscopes appear in the newspapers of more than one country, recently wrote this: The problems you’re currently facing are aggravating. And they promise to become more complicated this week. Still, they’re no surprise. Ironically their increased severity both acts as a spur to tackle these head on and get those who’re equally involved in finding a solution.
I must confess I had to read it a few times before I properly understood what was meant.
The English have a tendency to speak and write in metaphors, which are not always understood by those from other countries. A piece in The Guardian about Jonny Wilkinson had this: “He seems perpetually to glow. It’s as though Jonny is perpetually bathed in the golden light of a late summer afternoon.” It’s attractive and poetic, and fine in some contexts, but worth avoiding in business.
Another source of confusion is the use of negatives. An American company was negotiating a textile deal with a Japanese firm. Towards the end of the negotiations, the Japanese chief negotiator brought his team to run through a check list of agreements with his American counterpart. As he raised each point, the American answered, “No problem.”
The Japanese negotiator became increasingly tense and eventually closed his notebook, stood up and left the room. Aghast, the American said, “What happened? Why did he leave?” The Japanese No. 2 said, “We are very disappointed that all the points we had agreed are now not agreed.”
The American had said “(There is) no problem”, but the Japanese had heard, “No. (There is a) problem.” That’s the danger of using a negative form of words to express a positive idea.
Globish
Jean-Paul Nerriere, a retired vice president of IBM in the United States, has come up with a simplified form of business English. He intended it for use in international dealings, but it could have value in Britain as well. He calls it Globish.
According to his research, there could be as many as 615,000 words in the English language, but he noticed that foreigners using English did so in a simple way, using very few words. A Korean and a German might converse in a form of English that you might find hard to follow, but they manage to understand each other. About one billion people (one sixth of the world’s population) is now using some non-standard or non-Anglo-American form of English. In fact, some 80% of the world’s home pages on the internet use “some kind of English”.
Nerriere formalised it as Globish, based on a vocabulary of just 1,500 words, short sentences and an absence of idiomatic expressions.
Self important language
Even while Globish and texting are simplifying language, official organisations are still using language that is both old-fashioned and self important. A job ad in The Times has this:
Over the past two years we have turned our business around and restored it to a sound financial and operational position, investing in our infrastructure and people, and greatly improving the service experience of … customers.
Service experience?
Another ad in the same paper has this:
The Council is the CC’s strategic management Board, responsible for establishing the overall strategic direction of the Commission, as well as ensuring high standards of governance and efficient discharge of the CC’s statutory functions.
With a little effort it is possible to work out what is meant, but why does it have to use language that is not immediately clear?
Here’s a simple rule of thumb for anything you are writing: let the reader understand what it’s about in 3 seconds or less.
Emails
Consider how you treat emails. How do you decide whether to read or discard the many emails that flood into your Inbox every day?
Typically, I get about 300 a day. And because I am out and about, I also receive them on my Blackberry. I cannot afford much time to go through emails and vet them, so I check and clear several times a day. Most emails get about one second of my time before they are deleted. Who sent it, and what is it about? That’s all I need to know before I read or delete it.
Now, what if one of those emails came from you?
On my Blackberry the subject line is very short, so the first TWO WORDS must be attractive. If I then open the email, I want to know immediately what it’s about. I look for three things:
1. the full subject line (is it spam?)
2. how I am addressed (got my name right?)
3. the opening sentence (what’s the offer?)
Three things in three seconds. Only then will I consider reading the email. And even then I skim read. So it is vitally important to get to the point.
Leonard Bernstein wrote the music for My Fair Lady. At the height of his fame, a young man approached him with an idea for a new musical. “Write it on the back of your business card,” said Bernstein. The young man protested, “I couldn’t possibly fit it on the back of my card!”
“Then,” said Bernstein, “it isn’t ready.” So get to the point quickly.
Jargon
The use of jargon is guaranteed to turn off and even antagonise people. Often it is used to indicate “I am on the inside track. I am in the know.” It’s an attitude that conflicts with the purpose of communication.
Jargon is not only the use of specialist terms (which sometimes cannot be avoided), but also the use of certain standard phrases that are mistaken for business English. Here’s an example I picked up from another article on clear communication:
“Moving forwards, we at Virgin Trains are looking to take ownership of the flow in question to apply our pricing structure, thus resulting in this journey search appearing in the new category-matrix format … I hope this makes the situation clear.”
Clear? Not bloomin’ likely! I don’t know if it actually came from a Virgin Trains document, but it’s a fine example of the kind of language to avoid.
Finally …
It’s always better to say or write something, than to remain silent. But remember that you will be judged by a critical audience. So write as you would speak to someone you respect. And then get a good writer to cast an eye over it and correct the most glaring errors.
Be direct, get to the point early, and don’t let anything get in the way of your enthusiasm.
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