- COVER
- ACKNOWLEDGMENTS
- INTRODUCTION
- A DIALOGUE REQUIRES A BACK AND FORTH VERBAL EXCHANGE
- FACE‐TO‐FACE IS ALWAYS BEST
- LOCATION, LOCATION, LOCATION
- STEER THE CONVERSATION
- SAY WHAT YOU NEED TO SAY
- AVOID, ABSORB, AND DEFLECT ANGER
- TAILOR YOUR APPROACH BASED ON DEMOGRAPHICS
- MAKE SURE YOUR COMMUNICATION IS MULTICULTURAL AND GENDER NEUTRAL
- A FINAL THOUGHT
- I: Lifescripts
- 1 Meeting Your New Supervisor
- 2 Asking Your Supervisor for a Raise Outside of the Annual Review Process
- 3 Having Your Pay Cut
- 4 Asking Your Supervisor for a Salary Advance
- 5 Asking Your Supervisor for a Promotion
- 6 Asking Your Supervisor for Help with Your Workload
- 7 Asking Your Supervisor to Be Involved in Projects That Provide Greater Exposure
- 8 Asking Your Supervisor for Time to Shadow in Other Departments
- 9 Asking Your Supervisor for More Responsibilities
- 10 Your Responsibilities Are Increased, but Not Your Pay
- 11 Turning Down an Assignment
- 12 Asking Your Supervisor for Relief from a Project
- 13 Asking Your Supervisor for a Deadline Extension
- 14 Asking Your Supervisor for a Transfer
- 15 Asking Your Supervisor for More Staff
- 16 Your Staff Is Cut
- 17 Asking Your Supervisor for a Budget Increase
- 18 Your Budget Is Cut
- 19 Going over Your Supervisor's Head
- 20 Asking Your Supervisor If You Can Work from Home
- 21 Asking Your Supervisor for a Schedule Adjustment to Accommodate School
- 22 Asking Your Supervisor for Clearer Directions
- 23 Asking Your Supervisor to Stop Micromanaging
- 24 Breaking Bad News to Your Supervisor
- 25 Explaining Rapid Staff Turnover to Your Supervisor
- 26 Warning Your Supervisor of a Potential Client or Customer Problem
- 27 Warning Your Supervisor of a Potential Vendor or Supplier Problem
- 28 Apologizing for a Misdirected Email to Your Supervisor
- 29 Defending an Expense Report to Your Supervisor
- 30 Defending Your Own Performance from Criticism
- 31 Putting an End to Verbal Abuse from Your Supervisor
- 32 Putting an End to Unjust Criticism from Your Supervisor
- 33 You're a Company Icon Being Terminated
- 34 You're Terminated by a Friend
- 35 You're Terminated When Close to Retirement
- 36 You're Terminated When You Have a Personal Burden
- 37 You're Terminated, but Are Asked to Remain Available
- 38 You're Asked to Become a Part‐Time Employee
- 39 Asking Your Supervisor for a Job Recommendation
- 40 Negotiating Severance with Your Supervisor
- 41 Giving Notice to Your Supervisor
- II: Lifescripts
- 42 Meeting Your New Staff
- 43 Responding to a Direct Report's Raise Request
- 44 Responding to a Direct Report's Promotion Request
- 45 Responding to a Direct Report's Request for Time Off
- 46 Responding to a Direct Report's Request to Hire Their Child
- 47 Denying a Direct Report's Vacation Request
- 48 Responding to a Direct Report's Request for a Schedule Adjustment
- 49 Insisting on a More Positive Attitude from a Direct Report
- 50 Insisting a Direct Report Show More Awareness of Ethical Issues
- 51 Insisting a Direct Report Show More Respect for Diversity Efforts
- 52 Insisting a Direct Report Improve Their Appearance
- 53 Insisting on Better Hygiene from a Direct Report
- 54 Putting an End to a Direct Report's Personal Telephone and Internet Use
- 55 Dealing with a Direct Report's Repeated Lateness
- 56 Putting an End to a Direct Report's Procrastination
- 57 Correcting Repeated Mistakes by a Direct Report
- 58 Insisting a Direct Report Improve Their Voice Manners
- 59 Putting an End to a Direct Report's Personal Use of Equipment
- 60 Requesting Better Meeting Manners from a Direct Report
- 61 Dealing with Criticism a Direct Report Posts on Social Networking Platforms
- 62 Questioning a Direct Report's Expenses
- 63 Delivering a Critical Performance Review to a Direct Report
- 64 Reducing the Size of a Direct Report's Staff
- 65 Reducing the Size of a Direct Report's Workspace
- 66 Apologizing to a Direct Report for Your Own Behavior
- 67 Apologizing to a Direct Report for Unintended Gender Insensitivity
- 68 Apologizing to a Direct Report for Unintended Cultural Insensitivity
- 69 Extending a Direct Report's Responsibilities Without Increasing Their Pay
- 70 Increasing an Entire Staff's Hours but Not Their Pay
- 71 Turning a Full‐TimeDirect Report into a Part‐Timer
- 72 Cutting an Entire Staff's Pay
- 73 Cutting an Individual Direct Report's Pay
- 74 Sending a Voluntary Termination Hint to a Direct Report
- 75 Terminating aFriend
- III: Lifescripts
- 76 Tattling on a Peer to Your Supervisor
- 77 Telling Your Supervisor That Someone Else Took Credit for Your Idea
- 78 Asking Your Supervisor for Help with a Problem Peer
- 79 Asking Your Supervisor to Help When Another Department Oversteps Their Bounds
- 80 Suggesting Less Drinking to a Coworker
- 81 Putting an End to Backstabbing by Direct Reports
- 82 Putting an End to Harassment by a Coworker
- 83 Putting an End to a Direct Report's Gossiping
- 84 Putting an End to a Direct Report's Brownnosing
- 85 Putting an End to a Direct Report's Flirting
- 86 Suggesting BetterHygiene to aCoworker
- 87 Putting an End to aCoworker's ChronicInterruptions
- 88 Putting an Endto a Coworker's Dishonest Behavior
- 89 Asking a Coworker to Treat Your Staff with More Respect
- 90 Asking a Coworker to Stop Backstabbing
- 91 Refusing to Lie for a Coworker
- 92 Putting an End to a Coworker's Romantic Overtures
- 93 Asking a Coworker to Stop Gossiping
- 94 Asking a Coworker to Come in Earlier and/or Stay Later
- 95 Asking a Coworker to Improve the Quality of Their Work
- 96 Correcting a Coworker's Mistakes
- 97 Putting an End to a Coworker's Pilfering
- 98 Asking a Coworker to Accelerate Their Work
- 99 Asking a Coworker to Redo Their Work
- 100 Requesting Better Meeting Manners from a Coworker
- 101 Deflecting a Coworker's Probes for Personal Information
- 102 Asking a Coworker to Stay Within the Bounds of Their Role
- 103 Asking a Coworker to Cover for You
- 104 Asking a Coworker to Switch Vacations with You
- 105 Apologizing to a Coworker for a Misdirected Email
- 106 Apologizing to a Coworker for Unintended Gender Insensitivity
- 107 Apologizing to a Coworker for Unintended Cultural Insensitivity
- 108 Helping a Coworker Set More Realistic Goals
- 109 Telling a Coworker Their Job May Be in Danger
- INDEX
- END USER LICENSE AGREEMENT
Lifescripts
What to Say to Get What You Want in Life's Toughest Situations
THIRD EDITION
Stephen M. Pollan and Mark Levine
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