Manager's portfolio of hard to write business letters / Bernard Heller.

Format:

Book

Author/Creator:

Heller, Bernard.

Language:

English

Subjects (All):

Commercial correspondence.

Letters.

Physical Description:

xvi, 366 pages ; 25 cm

Other Title:

Hard to write business letters

Place of Publication:

Paramus, N.J. : Prentice Hall, 1997.

Summary:

Now you can send powerful, perfectly worded letters and memos -- specifically designed to get you what you want in the toughest situations -- without agonizing over a single word!

The Manager's Portfolio of Hard to Write Business Letters gives you hundreds of letters and memos you can use as-is or adapt in seconds to solve your toughest on-the-job problems quickly and efficiently.

Whatever your tough situation, the Portfolio always gives you a letter or memo you'll be proud to sign!

Contents:

1 Your Ideas: Advance, Promote and Protect Them 1

Get Full Credit and Rewards for Your Ideas 2

Get Your Brilliant Idea Past the Gatekeepers 3

How to Present Your Idea 7

What to Do? Your Proposal Never Reached Top Management, Resubmit It 14

Keep Your Work from Being "Corrected" and Censored 21

Your Client Gives Your Idea to Its Other Agent to Implement 23

Your Ideas Are Being Given to a Rival Company to Develop 25

Your Highly Acclaimed Marketing Project Is Floundering on Your Client's Back Burner 29

Prevent a Prospective Client from Stealing an Idea You Are Presenting 30

Fight Back at an Idea Thief. Your Idea Was Appropriated by the Company You Presented It To 32

An Associate Is Hacking at Your Proposal 34

Company Politics Oblige You to Endorse an Idea to Your Client That Will Undermine You 36

Prevent Your Idea from Being Neutered by Corporate Inertia 37

Your Seminal Idea Was Approved by a Client. But Nothing Was Done About It 39

2 Inspire Your Team to Productive Thinking and Doing. Get the Job Done Under Tough Conditions 49

Cut Through Voluminous Data, and Change Debate into Doing 49

Cut Through Abstractions and Focus on the Salient Point 52

Restore Worker Morale After a Firing Blood Bath 53

Get Practical

Get "Doing"! 54

Praise a Winning Accomplishment by Your Colleagues 57

Admonish the New-Business Pitch Team After a Costly Defeat. It Should Have Been a Victory 59

Get Your Staff

and Your Vendor

Firmly into Line 61

You Are in Change

Cite Your Decision-making Principles 65

Get Dissension Under Control 67

Recommend Hold-off on New Business 70

Request Additional Help to Get Work Done 72

Reconcile Disparate Viewpoints 74

Enforce Efficiency Procedures 80

Setting a High Standard of Performance for Your Staff to Follow 87

3 Recover From a Mishap That Is Not Necessarily of Your Doing 89

4 Enhance Your Power and Prestige 92

Eliminate an Unwanted Heir to Your Job Who Is Slated to Dispossess You 92

A High-Visibility Project that You Devised Turned Out to Be a Bust. Avoid the Blame. Maintain Your High Standing 95

A Colleague's Proposal Undermined You. Kill It with High Praise 96

Give Support to Your Colleague's Plan, While Making Sure Your Plan Replaces It 98

Make an Ally Out of a Rival 100

Your New Office Is Not Satisfactory 101

You Are on Your Company's Board of Directors by Special Mandate. Tell Them Why You Are a First-Rate Choice 103

Make Your Demotion Look Like a Promotion 104

Turn Down a Job Offer Before You Are Rejected 105

Put an End to Sniping, Both Internal and External 108

Invite Well-known Person to Participate in Company Activity 109

Handle Communication Snafus 111

Enhance Your Image 112

Assert Your New Authority Over Former Peers 114

Show Positive Face When Things Look Bad 115

5 Combat Threats From Within Your Organization 117

Your Plan Was Turned Down for Another's. Make a Comeback

with Style 117

You Lost Out on a Pitch for a Major Account 119

You Must Justify Your Department's Existence to New Management 123

Survive a Corporate Downsizing 125

Correct Problems that Came Up After You Merged Your Firm into a Larger Operation 126

Counter a Damaging Rumor that Could Halt Your Career 129

Try to Protect Your Company from Adverse Financial Scrutiny 130

Note of Necessary Caution for a Highly Popular Undertaking

Be a Hero 132

Senior Executives Decide to Rise Up and Present a Complaint About Their Company President to the Chairman 135

Response to Criticisms 137

Get Out of a Bad Deal 139

6 Protect Your Company From Outside Dangers-Clients, Vendors, Etc. 146

A Change of Command at Your Best Customer 146

A Faithful Client Is Now Speaking with Another Vendor About Competing with You for a Lucrative Job Assignment 148

Find Out the Pecking Order and Sensors Before Commencing Work for a New Client 150

Keep Your Customer's Loyalty When There Is a Threat 151

The Second-Tier Management at Your Client Is Undermining You 153

Getting Back Into the Good Graces of a Client After Being Declared Persona Non Grata 155

Your Presentation for Some Lucrative New Business Is Dead 156

The Odds Are Stacked Against You on a Client Acquisition Presentation 158

You Can't Agree to Your Client's Unreasonable Request 160

You Can't Make the Deadline on an Important Assignment for a New Client 162

Neutralize Unfavorable News when Reporting It to Your Client 164

A Vendor Is Going Over Your Head, Directly to Your Boss. Stop It Dead 165

You Want to Shake Up a Vendor 167

A Local Zoning Variance Threatens Your Business 168

Your Idea Was Stolen

Fight It! 170

7 Defend Yourself Unequivocally 171

Counterattack a Shark Who Tried to Chew You Up 171

8 Showing the Value of Bold, New Ideas 181

Boost Your Candidacy for an Important Post Against a Formidable Opponent 181

9 Showing the Value of Experience 185

10 Recovering from Mistakes that Could Undo You 193

Gloss Over a Serious Blunder that Hurts Your Client, and Make a Fast Comeback from Potential Disaster 193

A Careless Miscue Makes You Look Bad 196

Excuse a Bad Error by Blaming Another Party (the Government in This Case) 198

A Customer Caught Your Overcharge and Now Questions Your Integrity 200

11 Improve Your Status 202

A Rough, Tough New Group Took Over Your Company They Don't See You Fitting in 202

Break Into the Power Epicenter 205

There's a Spectacular Career-Boosting Opportunity that You Can Only Access by Being Gentle and Humble 206

Your Boss Screwed Up. You Decide to Take the Heat. Now He Owes You One 209

Going Over Your Boss' Head for a Transfer and More Money 211

12 Thorny Job Issues 214

Get Rid of a Problem Assistant with a Smoke Screen of Magnanimity 214

You Have to Fire the Relative of an Important Client 215

Firing a Vendor Without Incurring Ill Will 216

Have the Account Executive on Your Account Replaced Without Hurting Him 217

Uplift the Spirits of One of Your Employees, After You Promoted His Assistant to Be His New Boss 219

You Were Hired on a Sincere (?) Handshake, and Pushed Aside at the Last Minute for Someone Else 220

Turning Down a Job Candidate After He Was Assured He Was Hired on a Handshake Commitment 223

Letting Someone Down Easy When an Expected Promotion Didn't Come Through 225

Mollify Your Friend's Disappointment. You Put Him in the Running for a Vendor Contract at Your Company. He Lost Out 226

A Job Recommendation for Someone You Fired. You Want to Help the Person Without Lying 227

How to Fire Your Lawyer 229

Revive Your Chances for a Big Job. You Sense Your Interview Flopped 232

Find Out Where You Stand on a Prospective Job Offer 233

A Career Wipe-Out. Outright Sexual Harassment 235

Subtle Sexual Harassment. Stop It 238

Discreet Racial Bias Is Holding You Down 239

Gender Bias...A Stop Sign on Your Career Path 241

Your Company Is Leaving You Twisting in the Wind 243

You Got Turned Down for a Highly Publicized Top Job 245

Handling Employee Concerns, Complaints 246

You Need to Reprimand a Good Customer 248

Provide a Negative Rating of Your Assistant's Job Performance 250

Disagreeing with Your Boss 251

13 Money Matters 253

A Good Customer Wants to Drastically Cut Your Bill 253

A Good Client Is "Slow Pay," But You Can't Afford Alienation 256

A Client Isn't Paying Your Bills. Lots of Money Is Way Past Due 257

Break Through Bureaucratic Stalling and Go to the Top to Get the Money Owed You 260

A Careless Goof by a Financial Manager Cost You Money. You Want to Be Reimbursed 261

A Bank Is Trying to Squirm Out of a Mortgage Commitment 263

Your Bill to a Customer Is More than the Contract Called For 265

Dunning a Close Friend for a Business Loan Owed You 267

A Law Firm Upped Its Bill Way Over Its Advance Estimate 268

You Were Floored by the Bill a Law Firm Sent, with No Advance Estimate 269

You Are Being Mistakenly Billed and It Continues Uncorrected 272

Unaffordable Extra Charges on Repairs and Equipment 273

A Company Wants to Pay You.

But Your Check Is Trapped in Its Data File 276

Protect Your Commission as a Broker when There Is No Written Agreement 277

Stay in the Best of Graces with Your Ex-employer 280

You Can't Make Bank Payments that Are Due on a Business Loan 281

Your Company Was Shortchanged on an Insurance Claim 283

A Stockbroker Touted You on a Bad Investment 284

14 Fight Back After Buying Faulty, Underperforming, Defective, Overpriced Merchandise 287

Recently Purchased Office Equipment Is Unsatisfactory. You Want to Exchange It. Paid by Credit Card 287

Recently Purchased New Car that Has Defects 289

Deceptive Claim, Misleading Advertising. It Cost You Money 292

15 Criticize Without Being Overbearing 301

16 Cheer Up Someone Who Has Had a Bad Break 311

You Must Uplift Morale After a Failure 311

17 Criticizing Plans, Ideas, Projects of a Competitive Company. . . Or Another Person in Your Organization 316

Put a Rival Idea to Rest. After Your Client Has Looked It Over 319

18 Letters of Apology 323

19 Asking for a Favor 335

20 Forwarding or Attachment Letters 342.

Notes:

Includes index.

ISBN:

0135324416

OCLC:

36857826