Conversation Tactics

Master The Art Of Commanding Authority In Social And Business Conversations

Jonathan S. Walker

• Publisher: Readers Choice Publishing
• eBook ISBN: 9781386615019
• Topic: Business
• Subtopic: Meetings & Presentations
• Index: Business

Be An Authoritative Force To Be Reckoned With in Social And Business Conversations

Are you shy and unsure of yourself when dealing with friends or business associates? Do you wish you were confident and command authority in social and business situations? Are you looking to become a master influencer in all areas of life?What if I told you that you could have all of that and then some?

Introducing Conversation Tactics! Your Ultimate Guide To Mastering The Art of Commanding Authority in ANY Conversation Settings.

In This Book You Will Learn:

• Exactly How To Taylor Your Conversations To Whoever You're Talking to
  
  

• How To Understand Your Motivations
  
  

• How To Prepare For A Conversation
  
  

• Indispensable Tactics To Improve Your Interactions With Others
  
  

• The No.1 Supreme Tactic
  
  

• And Much Much More...
  
  

Grab Your Copy of This BookNow!Don't Miss out on your chance to become a Master ConversationalistinSocial AndBusiness Situations.

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DEDICATION

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I dedicate this book to my two beautiful children and my loving wife who have been nothing short of being my light and joy throughout the years.

Copyright 2017 by Jonathan S. Walker - All rights reserved.

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CONTENTS

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	Part 1 Introduction
	Chapter 1: Who Are You Talking To?
	Chapter 2: What Are Your Motivations
	Chapter 3: How Will You Prepare? Chapter 4: Which Tactics Are Indispensable? Chapter 5: The Supreme Tactic – Follow-Up Communication –––––––– Part 2
	Chapter 1: How Technology Has Affected Our Communication Skills
	Chapter 2: Conversation Tips
	Chapter 3: Holding A Conversation
	Chapter 4: Getting Through A Conversation
	Chapter 5: Additional Tips
	Chapter 6: After The Tips
	Conclusion

INTRODUCTION

Spoken communication, even in the digital age, still stands as the most important way in which we interact with one another. Conversations trump other forms of communications such as texts and emails because unlike these less personal, digital forms, they offer the chance to make in-game adjustments in the present moment. When we exchange ideas and express our concerns in conversation it can be something of a chess match. We want our ‘moves’ to ultimately create successful outcomes with the result of the conversation giving us what we hoped to accomplish. Before the conversation begins, we must give consideration to some important criteria – who it is we’re talking to, what it is we want out of the conversation, and how will we prepare ourselves to have the conversation. We have to give some thought to these before considering the tactics we will employ as it is impractical to take a ‘kitchen sink’ approach to every conversation. The most effective conversation tactics are centered around wit, composure, politeness, consideration, flexibility, and guidance. These collectively help us to maintain quiet control over the conversation and enhance the probability that it will reach a positive conclusion. Conversations should build on one another and one way to gauge the direction of momentum is to have a brief follow-up for assurance that things are headed in the right direction.

CHAPTER 1: WHO ARE YOU TALKING TO?

For our purposes, a conversation is an exchange of verbally communicated ideas between two people. One of them is you, and the other is someone else. What is the degree of familiarity? Is it someone you’ve known all your life or is it that new co-worker that has been in the office for only a week? The relationship between those in the conversation helps establish a logical starting point.

An exchange between people who have only known each other professionally usually begins more formally than talk between two people who only know each other outside of their professional lives. It’s appropriate to have ‘small talk’ precede the main focus in professional conversations due to the fact that people don’t interact as often when this is the nature of the relationship and there are more uncertainties about one another.

With respect to personal relationships, there is a difference between what we shall call simple relationships and invested relationships. Because relationships have the potential to evolve, connections might be transitioning from simple to a more complex relationship such as that of a someone we’ve started to date or perhaps a new mother-in-law. In instances of changing connections, the capital and the stakes of conversations usually increase in value.

Certainly there are instances where two people are connected both personally and professionally, sometimes for a long period of time. Playing golf with business partners is a scenario that could lead to such a situation. This can be a little complicated, and one or both may tend to suspend the rules of engagement due to familiarity. This may require backing up and trying to have more formally constructed conversation.

If the person you’re conversing with is someone new to you, it’s really important to know yourself well and be aware of any personal tendencies or personality traits that might be perceived as ‘a bit much’ until others get to know you. Most of us can think of a personality quirk for just about anybody we know, including ourselves. Others who know us well have likely offered constructive criticism of the more challenging aspects of our personality and we should take this to heart.

CHAPTER 2: WHAT ARE YOUR MOTIVATIONS?

Any conversation has a purpose. Perhaps it is simply to maintain good relations in an established friendship. We engage in many conversations with no real purpose or objective in mind other than to maintain connection a light-hearted connection – as in the one we have perhaps with someone who we encounter once a week or so that works the check-out line in the grocery store.

Conversations don’t always have a destination to be reached or some other tangible outcome, depending upon the nature of the relationship. Simple relationships such as with someone working the check-out line with who we might have a brief conversation in passing are quite different from more invested relationships, such as that with a romantic companion, relative, or professional colleague. Our motivations for engagement vary here and we need to have at least a small appreciation for the purpose, lest we lose track of what we might have invested.

Romantic and business conversations, different as they may be in terms of topics, tone, and other attributes of communication do have in common that we are talking about some level of investment on our part and presumably on the part of someone else as well. Whether it’s someone we’re thinking about proposing marriage or a merger, there’s a lot of investment in either case.

All invested conversations require that the wants, needs, and demands of one person be measured alongside those of the other. Are you asking someone to help your business grow by offering an innovative analysis of sales data? Are you persuading your spouse that it’s time for the family to grow with the addition of another child? An inventory will need to be taken in either scenario of the points that are shared in addition to where there are differences. Unless something goes terribly wrong and invested relationships dissolve, conversations will continue to occur and should reflect an effort on the part of two people to recall and maintain an awareness of what they are asking of each other.

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CHAPTER 3: HOW WILL YOU PREPARE?

When a meeting is scheduled or a date is on the calendar, there is often much anticipation about how things will go. Anticipation leads to expectation or in some cases, reservation. Going over the possible outcomes in your mind followed up by a rehearsal or mock conversation is a good way to cover your bases and provide a sense of confidence about the impending conversation. If someone else is not available, read a dialogue with several exchanges as means to warm up before the actual conversation takes place

A number of variables can come into play that would affect preparation. A lot depends on whether the conversation taking place is between people in a new versus...

Table of contents

• Title Page
• Copyright Page
• Also By Jonathan S. Walker
• onversation Tactics: Master The Art Of Commanding Authority In Social And Business Conversations
• Chapter 2 | Conversation Tips
• Chapter 3 | Holding a Conversation
• Chapter 5 | Additional Tips
• Chapter 6 | After the Tips
• About The Author
• Sign up for Jonathan S. Walker's Mailing List
• Also By Jonathan S. Walker