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managers look forward to performance appraisal conferences?" Give a response: "Our external consultants can identify performance problems objectively with this survey before these problems lead to termination." |
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Tip 298: State quantifiable facts rather than opinions. |
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Studies do show that people give credence to people who take the time to back up what they're saying with hard facts and data. Yes, initial impressions count, but hard evidence counts most of all. For things you find difficult to measure and quantify, come up with an estimation. But don't pick a number out of the air. Be prepared to share your logic behind the number. Be straightforward that your numbers are estimates and share your rationale behind them. |
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Notice the difference in impact and authority in these statements: "We spent $82,000 from February to October on temporary staff in the Operations and Accounting departments" versus "We've spent a lot of money on temporary staff this year" or "Hyong completed his project three months earlier than his deadline and $50,000 under budget. The customer gave him the highest satisfaction rating we've received in our six years work with that company" versus "Hyong deserves a raisehe's dependable and customers respect his work." |
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Tip 299: Cite your sources and ask for those of others. |
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"They" have probably become the most vocal group in our society. "They say" this and "they say" that. When you have credible sources to support your information, cite them. When the other person tosses out objections based on "they says," ask specifically where those ideas, statistics, policies, or preventatives originated. Then, when given a credible source, ask how current the information is. |
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Tip 300: Turn information, facts, and features into benefits. |
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As you prepare, with every point you plan to make picture your listener asking, "So what is that supposed to mean to me, my department, my company?" |
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