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Principles one can apply to all professional communication

Professional communication principles

• Acrononym “Part-U”:
• P Emphasize purpose: note that the “why” often trumps the “how”

and the “what”

• A Consider application. Decide what communication has global

application and what communication needs to be localized; do not assume one or the other

• R Realize relationships
• T Work timing: Meet deadlines and communicate the right word in
• pportune time (realize time as both chronos and kairos)
• U Focus on usability: enable the client/recipient to take action easily

by using design hierarchy (this includes the use of headers, bullets, definitive topic sentences, etc.) 


• ”

7 Questions One Can Apply to All Professional Correspondence

• 1. Who is your audience?
• 2. Given circumstances and context, what is the best medium to reach them?
• 3. Did I state my purpose clearly, and (most often) early?
• 4. Is my communication meeting my audience’s needs?
• 5. Should the communication be concise or elaborate?
• 6. Are my sentences and paragraphs sequenced logically?
• 7. Did I “signature” my communication? Not just literally but an indication of ownership.

Answer:

• 1. Did I indicate my responsibility/service?
• 2. Did I indicate who is responsible for return communication if called for?
• 3. Did I add my personal voice?

Having a Difficult Conversation

(based on Stone, Patton and Heen’s book, Difficult Conversations)

Having a Difficult Conversation

(based on Stone, Patton and Heen’s book, Difficult Conversations)

• The Dilemma: Avoid or Confront
• “There is no Such Thing as a Diplomatic Hand Grenade” (p. xxix)
• Tact is good but it is not the answer to difficult conversations
• Delivering a difficult message is like throwing a hand grenade
• Instead: move toward a learning conversation
• Build a learning Conversation
• The Goal: Seek to understand both what is said and not said
• The Means:
• First identity that every difficult conversation has 3 subtypes:
• The “What Happened?” Conversation
• The “Feelings Conversation” (question whether they are valid,

and how to acknowledge others’ feelings)

• The “Identity Conversation” (the conversation we have with
• urselves about what the situation means to us)

Having a Difficult Conversation

(based on Stone, Patton and Heen’s book, Difficult Conversations)

• Second, avoid traps
• The Truth Assumption (there is only one right; or the assumption

that you can see all that is right and wrong in a given situation)

• The Intention Invention (attributing intentions and motives to
• thers’ actions; they are often much less accurate than we

assume)

• The Blame Frame (an undue focus on whose to blame)
• Third, apply strategies (rhetoric)
• Realize difficult conversations, at the core, are about feelings
• Realize identity is always at play: realize that what you may say or

do in the difficult conversation often conflicts with your self image

• f being “perfect”, the “hero” or “kind”
• Fourth, don’t just “deliver the mail”

Having a Difficult Conversation

(based on Stone, Patton and Heen’s book, Difficult Conversations)

• Fifth, be collaborative:
• Take the mindset and state that you are seeking a way to work

together to figure out a way to manage a problem going forward

• Explain your point of view in as neutral terms as possible (here’s

what I thought happened; here’s my perception)

• Try to understand what has happened from the other person’s

point of view but don’t interrogate them

• Share and understand each other’s feelings (often up front)
• If there is a policy, possibly reference it without using it to police

the person

• In sum, invite the person into a conversation to help figure things out

Dealing with complaints

Dealing with complaints

• General strategies
• Emphasize care and embody the attitude of “this is not a problem but rather an
• pportunity”—an issue that can be resolved, fairly
• Ask of the received correspondence, What is the person stating or implying they want

done?

• List and rank the order of needs/wants to help you address them in your return

correspondence.

• In return conversation or in writing:
• Acknowledge when the letter was received (to showcase that you are responding to it in

a timely manner)

• Apologize for what the customer perceives; for a bad “moment”; possibly too apologize

for possible miscommunication or a lack of communication

• Paraphrase the client’s problem from what they said/wrote in a phrase or two but do not
• verindulge the problem or emphasize blame (do not blame either the client or

company)

• Usually early on, offer possibilities for making amends (most often by offering a refund);

explain as need be but do not get bogged down in technicalities

Dealing with complaints (continued)

• Emphasize how the information you share could save them money, time, or further

effort; for example, empower them to “self-check” a product or process.

• Perhaps explain the product or process to help ameliorate the situation but if so, be

brief (it is often better to add an attachment or reference a link for this)

• If you cannot fully grant all requests, emphasize a rhetoric of “while we don’t (offer,

grant) ______________, we can ___________________.”

• Consider offering a discount coupon.
• In closing, generally:
• thank them for their time, their business, and/or express hope for their continued

business

• possibly apologize briefly again
• emphasize your desire for further opportunities to serve them
• possibly share your department’s phone number and email your own phone

number or email so they can sense more personal, tailored service

Munger Case Study

Assess responsiveness to a client and problem

If possible, try to assess as much as possible for the following before meeting with your client:


• 1. “Paint” a portrait of your key client: define their personality, their style
• f communication and their bias (google them; possibly contact others

who worked with them)

• 2. Define the problem the client wants fixed
• 3. Make an educated plan as how you might best to communicate with

the client (confirm then preferably with in-person communication)

Three quick ways to assess

• PORTRAIT: Axel
• achieves: is an outdoor expert, owner of outdoor clothing shop,

summited Mt. Everest twice, and is an entrepreneur

• cares about his company’s success:
• seems ambitious; may possibly be overly confident
• expresses concern about employees’ lack of procedure
• assumes that employees are as equally invested as he is?
• is aware that he need helps (Is he a little late in asking for it?)
• cares about his store's product quality and the safety of his customers

using his products

• could be deemed directive or accusatory (see memo)
• is a perfectionist ?
• assumes he is selling to people that are not “high-level” athletes

Three quick ways to assess

• PROBLEM: He says the issue is a lack of employees properly informing

customers about the product. Consider what else might be in play. For example, could the product be faulty? Could there be user error, regardless of employee explanations of the product? Is his style of communication possibly contributing to the problem as well? Is his marketing communication not matching customer’s experiences?

• PLAN: Avoid being accusatory, word most directives as suggestions; be

straightforward; compliment him then share; state what action is already being taken and ask for cues for improvement; keep cognizant of chronos (deadline time) since this is a crisis; keep correspondence brief and action-oriented; ask Q.’s

Memo/Letter revision prompts & tips:

• OVERALL: Ask of each paragraph: What is the person stating or implying they want done?
• and What is the company’s “why statement”/purpose and how can I fulfill it here?
• MEMO: How did you rewrite the last sentence and/or add a purpose statement to the

memo (last sentence, first paragraph)?

• Should you include the phrases “space suit” or that people sweat?
• How much is the issue education, a problem with employees or a problem with the

product?

• Use bullets? Why or why not? Use subheads? Why or why not?
• LETTER: Acknowledge Elise’s experience. Acknowledge too a mishap? How so?
• Avoid just sharing a list of the attributes of the jacket
• Is a full refund warranted? Refund or replace? (Chase with email to Axel for store policy

confirmation?

• Is the “customer always right?” (apply a you-attitude; a partnership with customer)
• Avoid “testing shower/sprinkler” and a mention of poncho but still share proper usage
• Invite further communication/contact?
• EMAILS TO AXEL: Open with thanks and define problem as opportunity?
• 2nd paragraph: Explain major changes made with 1-3 representative examples? What

major changes/examples?

• 3rd paragraph: express thanks again and invite further contact?

Emails/Tweets revision prompts & tips:

• EMAILS TO THE HARTS AND MR. COLLINS: Should Axel or someone else respond to

the emails?

• What requests can you honor, and what offers can you make?
• What might be the advantage of designing your return email in three paragraphs? What

purpose or point might each paragraph fulfill?

• Should you keep the email response to the Harts brief?
• Should you respond to Mr. Collin’s question as to whether others are experiencing problems

with the jacket? If so, how so?

• Should you use the subject lines provided by the customers?
• What elements should be in the email signature?
• TWEETS: Use a strong headline; use action words and a smart combination of professional

and informal diction

• Encourage DM? Use . (period) to send tweet to all in regard to the issue?
• Respond at all to any of the complaints? If so, how many and how?
• How many hashtags? (less than three?) Which ones? (#OnwardUpward; #H20ProTechT?) Avoid a

hashtag for the H2O gear or not?

• Use a romo/discount code? date it? Have them stop into the store?
• Share top 10 tips; add photo; ask for feedback; link to outside source; link to survey; Twitter

poll? (see Twitter Tips Slides)

Ch 21

Overall Tips for Short Correspondence

• Convey a “you attitude”: adjust the content, structure, and tone of correspondence

to meet your reader’s needs to help them advance action while avoiding accusation. Example: “The badly cracked housing suggests that your engine must have fallen onto a hard surface from some height.” Much better than: “You dropped the engine.” ;-)

• Provide A clear subject line that most often names the subject, delineates action,

and if appropriate, adds some humor

• In the body of the correspondence, state your main point up front, unless you

expect your readers to react negatively

• Be concise: provide readers with what they really need to take action (To do so,

usually write a draft and then delete unnecessary words—see list in chapter 21 for examples)

• Judge whether you have to provide background information
• Avoid jargon and cliches and wordy phrases (see list in chapter). Examples:

“referring to your” is better phrased as “As you wrote in your letter. . .” “We wish to advise” is best avoided all together.

• Genre conventions: use single spacing; separate paragraphs by blank line; use

short paragraphs; consider using bullets and numbered lists

Memo Logic, Format, and Strategy

• Overall sequence of logic:
• 1) Underscore topic & purpose/point right away
• 2) Possibly provide background context (where you last left off in your

correspondence)

• 3) Most often, follow the logic of: summary, followed by discussion, followed by

your recommendation (if using these as headings, note that CAPS or bold are

• ften used to demarcate them)
• Often list action items; consider using bullets to convey these action items—again

always depending on your particular corporate/organization’s culture

Memo Logic, Format, and Strategy

• Format and Rhetoric (continued)
• Provide a heading of the name of the company (consider using a logo), followed

by interoffice memo; To, From, and Date as indicated in the chapter

• Provide a specific subject line that usually delineates an action that has been taken
• r is to be taken by a group/person or for a group/person. Example: “Report of

Takeaways from Computer Seminar.”

• Initial the memo at the “From” line
• State the purpose and main point in the opening sentence. The purpose

statement is often built around an infinitive verb in the following structure: “The purpose of this memo is to______(insert verb)” or “I’m writing to ___________”

• Consider including background context (see previous slide) and/or a summary of

the problem/opportunity

• Possibly use and follow informative headings such as “Summary,” “Discussion”

and “Recommendation” depending on the formality of the company and subject matter (Again, possibly use CAPS or bold the font to demarcate headings)

• List action items; consider using bullets to convey these action items, again

depending on corporate culture

Paul Anderson 480

Letter Logic, Format, and Strategy

• Overall sequence of logic (in this case this serves as a summary also of the format

and logic found on the following slide):

• 1) Introductory paragraph: indicate your letter’s topic, explain purpose and convey

relevance to reader; often express gratitude

• 2) Body paragraphs: give context, explanation and make request
• 3) Closing paragraph: make a social gesture—thank the reader, offer to assist

them, wish them well

• 4) End with formal phrase (Sincerely, With regards, etc.); leave space for signature;

give full name and title

Letter Logic, Format, and Strategy

• Format and Rhetoric (Strategy)
• For letters that do not fill the page, place your text slightly above the middle of the piece of

paper

• Address & Salutation portion:
• generally, address the reader formally
• provide a date, an inside address, and a salutation
• use a colon if addressing the reader by last name; use a comma otherwise
• Introductory paragraph:
• indicate your topic, explain your purpose in writing the letter, and convey its relevance to

your reader

• ften express gratitude
• Closing paragraph:
• make a social gesture: thank the reader, offer to assist, wish them well
• Signature Block (in order of placement beneath each other:
• end with formal phrase (Sincerely, With regards, etc.); provide space for signature (usually

three lines); then follow with full name typed; title typed

• sign neatly
• note enclosures; list people to whom you are sending copies; use initials of writer followed

by initials of typist (if other than yourself)

Paul Anderson 476

Emails

• Overall sequence of logic: Generally, in writing an email follow this sequence:
• 1) give thanks/reference to the person
• 2) identify the topic at hand
• 3) provide background info needed for person to take action
• 4) request action
• 5) share a complimentary closing 

• Format and Rhetoric (Strategy)
• Keep emails and memos brief (generally the shorter email, the greater impact)
• If covering a lot of information, consider using bullets or numbers, & headings in

CAPS

• When addressing a superior, suggest rather than command changes
• Possibly use representative examples. EX. “I suggest you alter your tone in parts of

the memo. For example, _______________.”

Paul Anderson 481

Ch 10

General Points: Ch 10 Writing Style

• Write to your audience’s perceptions and standpoints
• Begin often by framing the topic vy using a classical definition: tell what larger

group is your subject a part of and its distinguishing characteristic

• Make sure what you write is something you could say to the person
• Don’t use unnecessary big words because they can confuse the reader, make a

simple point too complex, or come across as you trying too hard

• Avoid wordiness, weak verbs, and abstract vocabulary (233)
• Be careful about using casual, colloquial vocabulary in email
• Read your drafts aloud. When phrases are difficult or awkward to speak,

change them. Reading will also help you identify sarcasm or condescension.

• Note that in America and Europe you often can address readers of workplace

by first name; in Japan, you commonly address readers by titles and last

• names. Furthermore, in America, the Netherlands, and Germany,

communication is often more straightforward (even blunt). In Japan and France, not as much.

Ch 10: Write clear, interesting sentences:

• CUT WORDS: eliminate unnecessary words; avoid wordy phrases (“due to the

fact”); place modifiers next to the words they modify; combine short sentences

• CONVERT CLUNKY VERBS & NOUNS: cut“to be” form verbs (is, was, will be);

cut the phrases “It is” or “There are” at the beginning of sentences; convert words with suffixes -tion, -ment, -ion and -ance into verbs

• USE ACTIVE VOICE: make the actor the subject: “The consultant advised”
• EMPHASIZE KEY INFORMATION: often place key information at the end of the

sentence—in the main clause if there is more than one clause; at times, emphasize key information by using boldface and italics

• VARY SENTENCE LENGTH & STRUCTURE: long & short; mix up clauses (try

beginning with an introductory clause (often the first word then is a preposition

• r conjunction; an example: “Although, 307 teaches basic genre formats, it also

teaches how to shape them according to workplace social dynamics.” )

• USE CONCRETE WORDS: be less abstract and more specific; an example:

Rather than write the phrase “electronic media,” write “online blog.”

Twitter tips

Twitter tips

• Primarily share to engage; secondarily (often commensurately) share to inform

and promote; “talk with not at people”

• Not: “look at me,”not even “look at this” but “gain this”
• For marketing tweets, note the following client desires:

Twitter tips

• Consider using mostly verbs and adverbs, and mostly the imperative voice

(“Check out”); consider using photos that “speak,: and how to phrases that teach a skill; be careful to not overindulge superlatives (“the best”)

• A solid overall template follows the logic of sharing an offer, delivering a call to

action, and encouraging immediate follow-through

• Possible other twitter “templates” include: a post of a link or retweet with a

brief comment; a problem/solution tweet; a pop stat or fact tweet; a question tweet

• Consider adopting a tonality; sarcastic or otherwise for the company.
• Avoid:

Twitter tips

• Consider posting on a trend, noting/quoting industry experts for exclusive

content, and managing a short campaign of related data points, infographics and media around a theme

• Consider engaging B2B in “twitter partnerships” noting their work as they note

yours

• Time your tweets (often best to drop them on weekends because Saturday

morning is often when busy people check their Twitter account); release tweets corresponding to key events and holidays as well; possibly use Tweetdeck to do schedule these release times for tweets