skabanov y23skabanov 20240614 NA 2 JH B2 iSK 2023-1 75 (send the link to your google doc (in edit mode!)

Prepare for quarterly test vocab pre teach

Download onto your phone or tablet and listen carefully. ]]> sbook_plugins/wordlist_generated_from_xml_clog_sbook_for_sbook_session.inc sbook_plugins/payment_history_generated_from_xml_clog_sbook.inc Sergey Kabanov sergey.kabanov@miele.com www.ictnle.com login: skabanov password: y23skabanov 4hr 7min marathon St P only ~3000 people ≠ ~10000 people in Moscow, London 20230918 marathon 3hr52 pace 5'30 ~4'40 played the piano 7 years not really playing any more 14 yo daughter 20231120 areas for improvement customer delight Methodology: Plan for presenting case studies (template) background SWOT actions recommendations Thinking, Fast and Slow Paperback – April 2, 2013 by Daniel Kahneman *Major New York Times Bestseller *More than 2.6 million copies sold *One of The New York Times Book Review's ten best books of the year *Selected by The Wall Street Journal as one of the best nonfiction books of the year *Presidential Medal of Freedom Recipient *Daniel Kahneman's work with Amos Tversky is the subject of Michael Lewis's best-selling The Undoing Project: A Friendship That Changed Our Minds In his mega bestseller, Thinking, Fast and Slow, Daniel Kahneman, world-famous psychologist and winner of the Nobel Prize in Economics, takes us on a groundbreaking tour of the mind and explains the two systems that drive the way we think. System 1 is fast, intuitive, and emotional; System 2 is slower, more deliberative, and more logical. The impact of overconfidence on corporate strategies, the difficulties of predicting what will make us happy in the future, the profound effect of cognitive biases on everything from playing the stock market to planning our next vacation―each of these can be understood only by knowing how the two systems shape our judgments and decisions. Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives―and how we can use different techniques to guard against the mental glitches that often get us into trouble. Topping bestseller lists for almost ten years, Thinking, Fast and Slow is a contemporary classic, an essential book that has changed the lives of millions of readers. Media Markt changed its red colour in RF bc was copied by M-Video found all distribution outlets had already been booked by M-Video had stores twice the size of M-Video many managerial mistakes was never profitable in RF bought 15% of M-Video shares sold out to M-Video 20230424;;0 20230421;;0 20230417;;0 20230414;20230419;5000 20230410;;0 20230403;20230410;5000 20230331;20230401;2500 20230327;20230327;2500 20230324;20230326;2500 20230320;20230320;2500 20230313;20230314;2500 20230310;20230312;2500 20230306;20230306;2500 20230303;20230303;2500 20230227;20230227;2500 20230222;20230224;2500 20230220;20230220;2500 20230217;20230217;2500 civilisations looking at the past to understand the future ✓ anthropology ✓ history ✓ religion ✓ culture https://www.tender.pro/ tenderpro ✓ open to all ✓ companies pay for service Rusal WeMentoring ✓ mentoring ✓ sales mentoring ✓ corporate anthropology SK payment on delivery + commission on results (after min 6-months) 20230630 15:30-16:30 15:45-16:45 1.5 1666 active Reporting findings By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Intelligent Business Upper Intermediate Unit 15 Consulting intelligent_business_upper_intermediate_students_book_pg133-135_consultants_reported_speech_case_study_conscience.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 3 Role play 20230623 hw20230623 role_play Recycle new expressions and language. 201 active textbook ]]> 200 1 pix/icons8-lecturer-100_white.png Verb patterns checklist active move_contents ∑ 4 verb patterns 1) verb + infinitive 2) verb + gerund 3) verb + infinitive OR gerund → no real difference in meaning + ing = about the past, focus on an ongoing process + to + infinitive = about the future, focus on a goal 4) verb + infinitive OR gerund → difference in meaning Common verbs with ing (incl. 3 -4) to admit [or to admit that] to avoid to begin (3) to belong to carry on to consider to continue (3) to deny [or to deny that] to enjoy to fancy to finish to forget (3) to give up to go on (4) to imagine to involve to keep to keep on to mean (4) to mind to postpone to put off to recommend (3) to risk to start (3) to suggest [or to suggest that] to think of to understand to weigh ]]> 199 active textbook reported speech mindmap

reported_speech_mindmap.pdf ]]> 198 active textbook tmp_pdf/intelligent_business_upper_intermediate_students_book_pg133-135_consultants_reported_speech_case_study_conscience.pdf ✓ when you don't know how to fight competition ✓ if you want to think big but don't know how to put a stake in the ground... (...) pg 132 ex 1 2 listening intelligent_business_the_economist_longman/intelligent_business_upper_intermediate/intelligent_business_upper_intermediate_audio_cd02/intelligent_business_upper_intermediate_audio_cd02_track_20.ogg T / Cl Do you agree with the consultant's ideas? ✓ justify higher price with better quality pg 132 speaking → discuss pieces of advices given ~~set for homework pg 132 writing ~ 300 words formal e-mail summarising recommendations provided by consultant~~ ]]> 197 active textbook tmp_pdf/intelligent_business_upper_intermediate_students_book_pg133-135_consultants_reported_speech_case_study_conscience.pdf pg 133 Career skills Functional language: Reporting to colleagues T / Cl Can you depend on consultants for impartial feedback? ✓ better work with than against pg 133 ex 1 2 listening 2 intelligent_business_the_economist_longman/intelligent_business_upper_intermediate/intelligent_business_upper_intermediate_audio_cd02/intelligent_business_upper_intermediate_audio_cd02_track_21.ogg T / Cl She recommended [to agree | agreeing] with the consultant's opinion ✓ to agree → focus on future goals ✓ agreeing → focus on on-going situation Functional language: Reporting pg 133 Career skills T / Cl Management decision → report & interpret a controversial decision made by management → recycle expressions a-g ]]> 196 wip textbook pg 133 speaking pg 133 ex 3 listening intelligent_business_the_economist_longman/intelligent_business_upper_intermediate/intelligent_business_upper_intermediate_audio_cd02/intelligent_business_upper_intermediate_audio_cd02_track_22.ogg ]]> 195 active textbook ✓ they usually resist change (...) Is it acceptable to deviate from the agenda during a meeting? ✓ if yes = synchronic culture → share information & opinions 〆 if no = monochronic culture → summarise & reach a conclusion to show meeting has reached its goals pg 133 culture at work ]]> 194 to deviate (from sth) = to be different from sth; to do sth differently from what is usual or expected impartial = not supporting one person or group more than another, not taking sides; neutral 193 hitted hit the ground running He mentioned ~~two times~~ twice that... If we had gone to offshore it would ~~have lowered~~ lower the bar ]]> 20230623 15:30-16:30 15:45-16:45 1.5 1666 active Reporting changes By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use Intermediate, Murphy Unit 47 48 reported speech key to exercise

Check your answers with the key at the end of the file english_grammar_in_use_intermediate_unit47-48_reported_speech_w_key.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 192 20230529-1941 Reported speech (A2-B1) active grammar 191 1 Reported speech active deck_shuffled deck_of_phrases_reported_speech_b1_02.csv 190 2 Simon says active edit_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png You have a new manager called Simon. Use indirect speech to paraphrase Simon's requests.]]> We need training in IT. → Simon said they needed training in IT. The HR officer replies: We will provide such training. → The HR officer replied they would provide such training.]]> We need to reorganise all our learning solutions! Simon said that...]]> we needed to reorganise all our learning solutions. You should have real management skills. Simon said that...]]> you had to have real management and leadership skills. We will have to be more advanced in leadership. Simon said that...]]> we would have to be more advanced in leadership. We should be more mature in our pedagogical design. Simon said that... ]]> we had to be more mature in our pedagogical design. In the past, we didn't worry if we were delivering the same information in various learning solutions. Simon said that...]]> in the past, we didn't worry | weren't worried if we were | had been delivering the same information in various learning solutions. I'll check if learning solutions satisfy the mapping of target competences. Simon said that...]]> he would check if learning solutions satisfy | satisfied the mapping of target competences. 189 20230529-1942 Reported speech B1-B2 (cont.) active grammar 188 20230529-1943 Reported speech B2+ active grammar 187 active textbook reported speech mindmap

reported_speech_mindmap.pdf ]]> 186 1 Funny Creative Accountants TV Commercial active move_html5_video creative_accountants--jxay14ddry.mp4 185 1 Lead in active edit_ol_qa pix/icons8-collaboration-100_white.png Creative Accountants Funny Creative Accountants TV Commercial https://www.youtube.com/watch?v=-jxaY14ddrY ]]> When you develop your business, you want to [lower | raise] the bar? ✓ raise the bar raise the bar = improve your standards Do you want to push the peanut? 〆 no, you don't want ridiculous ideas push the peanut = waste time on silly things Who can help you push the envelope? ✓ (expensive) consultants push the envelope = extend the limits of what is possible How do you put a stake in the ground? ✓ launch an advertising campaign ✓ hire the services of consultants put a stake in the ground = take the first step Who can help you hit the ground running? ✓ more staff? hit the ground running = start immediately 184 2 Reporting changes active edit_ol_qa pix/icons8-collaboration-100_white.png When would your manager claim you had to lower the bar? ✓ you were running out of budget in R&D ✓ if you had pushed the envelope too much push the envelope = extend the limits of what is possible Has any of your clients ever suggested you were pushing the peanut? ✓ when they didn't understand your product strategy push the peanut = waste time on silly things How can you reassure your client you would hit the ground running? ✓ you may promise they would see the result immediately hit the ground running = start immediately 183 3 Role play 20230623 hw20230623 active role_play Recycle new expressions and language. Recycle new expressions and language. You had a meeting with your boss. Discuss with your colleague how you are going to improve your company's turnover despite the crisis. ✓ Our boss said we had to push the envelope. → we (...) a team of creative marketeers → we need (...) ✓ He recommended thinking big → we (...) advertising campaign on Tv ✓ At least, we should put a stake in the ground... → we (...) exhibitions ✓ He claimed we could raise the bar → outsource consultants 〆He warned we shouldn't... → localise production in cheaper labour cost countries → disappoint loyal customers You had a meeting with your boss about how you're going to improve your company's turnover despite the crisis. Discuss with your colleague but disagree with him/her: you think what your boss said is different. ✓ I thought our boss meant we had to hit the ground running! → hire more staff 〆He didn't suggest we had to lower the bar. → take out a loan ✓ I'm sure he meant that... → invest in new equipment 〆Come on! We don't want to push the peanut! → provide relevant training 182 to claim = to say that sth is true although it has not been proved and other people may not believe it to maintain = to keep stating that sth is true, even though other people do not agree or do not believe it to warn (sb) (of sth) | ~ (sb) (about / against sb/sth) = to tell sb about sth, especially sth dangerous or unpleasant that is likely to happen, so that they can avoid it to push the envelope (or the edge of the envelope) = to approach or extend the limits of what is possible to hit the ground running = to start something and proceed at a fast pace with great enthusiasm to think big = to be ambitious to lower (or raise or lift) the bar = to lower (or raise) the standards which need to be met in order to qualify for something to put a stake in the ground = to take the first step; to make a big move to get something started to push the peanut = to have a race in which peanuts are pushed around the room with lead pencils or walking sticks. Someone's pushing peanut from one place to another with their nose (for instance) is treated as a ridiculous act in news stories from the early 1900s too many cooks spoil the broth = (saying) if too many people are involved in doing sth, it will not be done well 181 20230619 15:45-16:45 15:30-16:30 1.5 1666 active Case study - Business travel services By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Intermediate Unit 2 - Travel Case study - Business travel services

pg 20 background pg 21 Four claims market_leader_3rd_intermediate_course_book_pg20-21_case_study_business_travel_services.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 5 Optional homework - Rehearsing for voice modulation 20230616 hw20230619 pix/icons8-lecturer-100_white.png https://www.teleprompter-online.com/ ]]> 180 active textbook Dealing with e-mails of complaint ✓ outsource flight bookings, car rentals, accommodations → save time How often do you receive e-mails of complaint? How do you deal with them? 〆not when needed → such feedback relevant when testing a new service or product ✓ try to identify the root cause ✓ prioritise accordingly How do you deal with unhappy clients? ✓ assess whether the complaint is justified = distinguish fair claims from consumer terrorism → answer as soon as possible → dedicate a special account manager ✓ offer a refund ✓ give a discount What actions should BTS take to keep its dissatisfied clients from NeoTech? ✓ focus on senior executive expectations ✓ charm NeoTech with VIP offers → show results rather than just pay lip service → avoid being replaced by another service provider pg 20 background BTS Business Travel Services pg 21 four claims reading ~~pg 20 stage 1 pg 20 stage 2~~ stage 3 role play meeting ]]> 179 1 Dealing with complaints active edit_ol_qa pix/icons8-collaboration-100_white.png to delight = to give sb a lot of pleasure and enjoyment To what extent can BTS be held responsible for these problems? ✓ establish whether BTS could influence the quality of service provided by their partner (...) ]]> Hotel problems ✓ consider partnering with hotel chains to be able to demand consistent standards ✓ give advance notice in the event there is no other decent hotel in the region ✓ run regular audits for BTS corporate needs ✓ impose penalties in the event of repeated complaints → change hotels if relevant Lost luggage 〆staff at customer service are unlikely to be motivated in times of a merger → BTS should be in touch with its partners on a regular basis, be aware of potential problems arising... → should have anticipated disruptions due to the merger 〆client should have involved BTS without delay → make sure clients know how to contact BTS via a hotline Car rental problem ✓ most car rental companies systematically offer an upgrade at the same price 〆reconsider partnering with staff with a 'take-it-or-leave-it' attitude 〆BTS should be held responsible for not having guaranteed the given car → show goodwill (to save business relationship with NeoTech) 〆BTS can't afford to quibble over USD 240 (keeping their contract with NeoTech is well worth it) → offer to reimburse the difference to quibble about / over sth = to argue or complain about a small matter or an unimportant detail Diverted flight 〆weather disrupting flight schedules shouldn't be treated as a rare contingency → renegotiate terms of the contract with the airline when in situations 'beyond control' → ensure airline provides a room per local legislation ✓ BTS needn't pay for hotel expenses but... → make a goodwill gesture? goodwill gesture = small token to show appreciation, say sorry or show gratitude towards a customer or employee 178 active textbook ]]> 177 active textbook DVD case study commentary Feedback How should BTS deal with client problems? ✓ understand clients' experience (what happened, worries, frustration...) ✓ assess what can be done → don't commit to anything you can't guarantee What steps can BTS take to avoid such problems? ✓ have preferred supplier arrangements ✓ guarantee levels of service, costs... ✓ set up a customer service What should BTS do now? ✓ treat important clients as 'special' ✓ provide goodwill gestures (e.g. better cars, rooms at lower price) ✓ solve all problems experienced → guarantee better service from now on ]]> 176 wip textbook 175 to quibble (about / over sth) = to argue or complain about a small matter or an unimportant detail laudable = deserving to be praised or admired, even if not really successful to retain = to keep household name = name that has become very well known account manager = someone in a company who takes care of particular clients to downgrade sb/sth (from sth) (to sth) = to move sb/sth down to a lower rank or level to reassess = to think again about sth to decide if you need to change your opinion of it goodwill = good relationship between a business and its customers that is calculated as part of its value when it is sold goodwill gesture = small token to show appreciation, say sorry or show gratitude towards a customer or employee to delight = to give sb a lot of pleasure and enjoyment to quibble about / over sth = to argue or complain about a small matter or an unimportant detail 174 (does not meet standards | is not satisfactory) ... and very bad (poor | inefficient) communication with the receptionist ]]> 20230616 15:30-16:30 15:45-16:45 1.5 1666 active Self-introduction for intranet video (2/2) - Intonation guidelines By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Intermediate Unit 2 - Travel Case study - Business travel services

pg 20 background pg 21 Four claims market_leader_3rd_intermediate_course_book_pg20-21_case_study_business_travel_services.pdf video

Self-introduction (for intranet video) https://disk.yandex.ru/i/kB2jElqoQnSBtQ Methodology: Monitoring progress ✓ record yourself on video every 4-6 months hint: you may use Zoom ✓ choose a topic which you know well and does not need preparation e.g: self-introduction, your company, your flagship product ✓ be spontaneous, don't read any notes → rely on your communication skills and language ✓ compare your new video recording with the previous one → check progress in language & communicativeness ✓ record other takes until you are satisfied with your corrections → keep this latest video recording for your next check

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 173 active textbook ]]> 172 1 Self-introduction (for intranet video) active move_html5_video 20230615_self_introduction_skabanov.mp4 171 active textbook Self-introduction (for intranet video) https://disk.yandex.ru/i/kB2jElqoQnSBtQ video

Self-introduction (for intranet video) 4-5th take - self recording Methodology: Monitoring progress ✓ record yourself on video every 4-6 months hint: you may use Zoom ✓ choose a topic which you know well and does not need preparation e.g: self-introduction, your company, your flagship product ✓ be spontaneous, don't read any notes → rely on your communication skills and language ✓ compare your new video recording with the previous one → check progress in language & communicativeness ✓ record other takes until you are satisfied with your corrections → keep this latest video recording for your next check ]]> 170 1 Oral delivery - Focus on volume active edit_2columns_2qa edit_ol_qa pix/icons8-hand-with-pen-100_white.png talk about the selling points of this product. Today, we'll talk about the selling points of this product.]]> Read the sentence and try interpreting it in different ways. What the hell are you doing here?! What the hell are you doing here?! What the hell are you doing here?! What the hell are you doing here?! What the hell are you doing here?! What the hell are you doing here?!]]> 169 2 Oral delivery - Focus on flow active edit_2columns_2qa pix/icons8-lecturer-100_white.png What the hell are you doing here?! W h a t t h e h e l l (pause) a r e you (pause) doing--here?! Whatthehell (pause) a r e you---doing---here?! What--the--hell--are (pause) you (pause) doing---here?! Whatthe--h e l l--are--you--d o i n g----here?!]]> 168 3 Oral delivery - Focus on pitch & rhythmical patterns active edit_2columns_2qa pix/icons8-lecturer-100_white.png that is the question]]> () in the text] before the keyword.]]> that is the question To be or not to be, that is the question To be or not to be, () that is () the question To be () or not to be, that () is the question]]> 167 4 Praat: doing phonetics by computer 20230323 hw20230328 pix/icons8-lecturer-100_white.png active edit_match_qa edit_2columns_2qa http://www.fon.hum.uva.nl/praat/ ]]> Quick start either Praat object > new > record (crtl + r) or Praat object > open > read from file | long sound file → select in left column object imported file | long sound file > view & edit view menu > show analysis > longest analysis 30sec editor & viewer window > pitch > show pitch editor & viewer window > intensity > show intensity Navigating the GUI ctrl + i zoom in ctrl + o zoom out tab play (visible timeline) page up go back on timeline page down go forward on timeline Priorities: = focus on pitch (high vs low) rather than intensity (volume) ]]> Sample of a male native British English speaker's intonation answering questions during an interview src: Market Leader 3rd edition Upper Intermediate - audio cd 1 track 3 ]]> visual

]]> * intensity in green * Hz (pitch) in blue → notice how pitch peaks above intensity (probably a rhetorical question) Comparative analysis of two individuals src: EFL learners level B1/B2 ]]> visual

]]> * sample on the left features a narrow range of frequencies → probably a non-native speaker with a monotone voice * sample on the right features a wider range of frequencies → probably a speaker with more intonation (visible in blue) Comparative analysis of a single individual src: EFL learner level B1 ]]> visual

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Intermediate Unit 2 - Travel Case study - Business travel services

pg 20 background pg 21 Four claims market_leader_3rd_intermediate_course_book_pg20-21_case_study_business_travel_services.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 2 20230602 hw20230605 Role play Recycle new expressions and language. 163 2 Role play active role_play Recycle new expressions and language. → use this chart to describe managerial styles Blake & Mouton - Managerial chart

http://home.speedlingua.com/en/oral-skills/ ]]> 161 4 Praat: doing phonetics by computer 20230323 hw20230328 pix/icons8-lecturer-100_white.png active edit_match_qa edit_2columns_2qa http://www.fon.hum.uva.nl/praat/ ]]> Quick start either Praat object > new > record (crtl + r) or Praat object > open > read from file | long sound file → select in left column object imported file | long sound file > view & edit view menu > show analysis > longest analysis 30sec editor & viewer window > pitch > show pitch editor & viewer window > intensity > show intensity Navigating the GUI ctrl + i zoom in ctrl + o zoom out tab play (visible timeline) page up go back on timeline page down go forward on timeline Priorities: = focus on pitch (high vs low) rather than intensity (volume) ]]> Sample of a male native British English speaker's intonation answering questions during an interview src: Market Leader 3rd edition Upper Intermediate - audio cd 1 track 3 ]]> visual

]]> * 1st sample (left) before training voice modulation * 2nd sample (middle) training voice modulation - take 01 * 3rd sample (right) training voice modulation - take 02 → notice how speaker improves existing potential (already visible peaks in 1st sample) 160 the end justify the means = said about a situation in which the final aim is so important that any way of achieving it is acceptable to remember + infinitive = to keep in mind you need to do sth and not to forget to remember + gerund = to recall a past action to try + gerund = to try & see what happens to try + infinitive = to try & get a result to go on + gerund = to continue (the activity in the gerund) to go on + infinitive = to end one action and start another one to forget + infinitive = to forget sth you are / were supposed to do to forget + gerund = to forget a definite past event to keep + gerund = to do sth again and again to give up = to stop doing sth to quibble (about / over sth) = to argue or complain about a small matter or an unimportant detail laudable = deserving to be praised or admired, even if not really successful 159 20230602 15:30-16:30 15:45-16:45 1.5 1666 active Learning from journalists' skills | Verb patterns By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. New Language Leader Advanced pg 79 ex 9 10 grammar new_language_leader_advanced_student_s_book_pg78-79_hot_off_the_press_writing_for_journalism_verb_patterns.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 158 active textbook tmp_pdf/new_language_leader_advanced_student_s_book_pg78-79_hot_off_the_press_writing_for_journalism_verb_patterns.pdf ✓ being informative is not a guarantee of being communicative → being entertaining may have a more long-lasting effect pg 79 ex 6 A B listening language_leader/new_language_leader_advanced/new_language_leader_advanced_audio_cd02/new_language_leader_advanced_audio_cd02_016.ogg T / Cl Should you focus more on the reader, or on story telling and a curiosity and an eagerness to communicate? ✓ probably both → cater for a variety of audiences → satisfy different needs (...) ]]> 157 20191016-1704 Verb patterns active grammar ∑ 4 verb patterns 1) verb + infinitive 2) verb + gerund 3) verb + infinitive OR gerund → no real difference in meaning + ing = about the past, focus on an ongoing process + to + infinitive = about the future, focus on a goal 4) verb + infinitive OR gerund → difference in meaning Common verbs with ing (incl. 3 -4) to admit [or to admit that] to avoid to begin (3) to belong to carry on to consider to continue (3) to deny [or to deny that] to enjoy to fancy to finish to forget (3) to give up to go on (4) to imagine to involve to keep to keep on to mean (4) to mind to postpone to put off to risk to start (3) to suggest [or to suggest that] to think of to understand to weigh ]]> 156 20190418-1837 active review grammar_verb_patterns_selection_b1_02.csv grammar_verb_patterns_selection_b2_01.csv grammar_verb_patterns_selection_b2_03.csv 155 active textbook pg 79 ex 8 grammar pg 79 ex 9 10 grammar pg 79 ex 11 speaking ]]> 154 1 pix/icons8-lecturer-100_white.png Verb patterns checklist active move_contents ∑ 4 verb patterns 1) verb + infinitive 2) verb + gerund 3) verb + infinitive OR gerund → no real difference in meaning + ing = about the past, focus on an ongoing process + to + infinitive = about the future, focus on a goal 4) verb + infinitive OR gerund → difference in meaning Common verbs with ing (incl. 3 -4) to admit [or to admit that] to avoid to begin (3) to belong to carry on to consider to continue (3) to deny [or to deny that] to enjoy to fancy to finish to forget (3) to give up to go on (4) to imagine to involve to keep to keep on to mean (4) to mind to postpone to put off to risk to start (3) to suggest [or to suggest that] to think of to understand to weigh ]]> 153 2 20230602 hw20230605 Role play active role_play Recycle new expressions and language. → use this chart to describe managerial styles Blake & Mouton - Managerial chart

]]> Recycle new expressions and language. You are a very result-oriented manager. Explain how your way of doing things is more effective. You believe ends justify the means (concern for production). ✓ I've tried to motivate... ← try + infinitive = try & fail (people with more interesting tasks) ✓ I stopped caring about... (people's feelings when I realised they weren't loyal to their company anyway) ✓ I mean to achieve... ← mean + infinitive = want to (our deadlines at any costs) ✓ my staff have always denied... (preferring time off to a financial reward) You are a people person. Disagree with your partner. Justify why your approach & concern for people are better in the long term. ✓ I always remember... (my staff members' birthdays because it helps create a good working atmosphere) ✓ I stopped giving... (too challenging tasks because staff burn out) ✓ I never forget... (to celebrate successes, even small ones!) ✓ I've tried... ← try + gerund = try & see what happens (motivating staff with financial incentives but sometimes elder staff weren't too happy) ✓ training doesn't mean... ← mean + ing = involve (wasting company time & money!) ✓ a business relation will go on... (developing if everyone is happy to work together, not the opposite!) 152 picturesque = pretty, especially in a way that looks old-fashioned; suggesting or suitable for a picture; (of language) producing strong mental images by using unusual words flavour of the month = fad; star, celebrity to invade = to enter a country, town, etc. using military force in order to take control of it; to affect sth in an unpleasant or annoying way invasion = fact of a large number of people or things arriving somewhere, especially people or things that are disturbing or unpleasant; act or a process that affects sb/sth in a way that is not welcome to remember + infinitive = to keep in mind you need to do sth and not to forget to remember + gerund = to recall a past action to try + gerund = to try & see what happens to try + infinitive = to try & get a result to go on + gerund = to continue (the activity in the gerund) to go on + infinitive = to end one action and start another one to forget + infinitive = to forget sth you are / were supposed to do to forget + gerund = to forget a definite past event to keep + gerund = to do sth again and again to give up = to stop doing sth to quibble (about / over sth) = to argue or complain about a small matter or an unimportant detail laudable = deserving to be praised or admired, even if not really successful 151 for not coming to my wedding ]]> 20230529 15:45-16:45 15:30-16:30 1.5 1666 active A way with words By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. New Language Leader Advanced pg 78 ex 1 A B reading for gist pg 78 ex 2 A B reading for detail pg 78 Hot off the press new_language_leader_advanced_student_s_book_pg78-79_hot_off_the_press_writing_for_journalism_verb_patterns.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 150 active textbook Hot off the press pg 78 ex 2 A B reading for detail ]]> 149 1 Follow-up active edit_ol_qa pix/icons8-collaboration-100_white.png Have you got an uninhibited mind? ✓ few people can afford not to be self-conscious e.g. Mark Zuckerberg in flip-flops uninhibited = behaving or expressing yourself freely without worrying about what other people think self-conscious = done in a way that shows you are aware of the effect that is being produced Is the ability to narrate a story a gift or just methodology & practice? ✓ a mix of both nature and nurture 〆even charismatic entertainers need to hone such story-telling gift to nurture = to care for and protect sb/sth while they are growing and developing; to help sb/sth to develop and be successful to hone = to make perfect or complete; develop and improve sth, especially a skill, over a period of time; sharpen What tools do you use when you crave to share your emotions & thoughts? ✓ Instagram ✓ Twitter to crave = to have a very strong desire for sth Where do your interest & curiosity in your profession stem from: studies? family background? some hero/heroine? ✓ dreamt about it in your childhood ✓ motivated probably more by intrinsic factors than extrinsic ones to stem from = to come from intrinsic = belonging to or part of the real nature of sth/sb What other skills could working as a journalist help you improve beside your communication skills? ✓ critical thinking ✓ analytical skills → be cunning cunning = clever at planning something so that they get what they want, especially by tricking other people, or things that are cleverly made for a particular purpose Were you aware you may have lacked adequate training when you started out? ✓ felt ingenue ingenue = (from French) an innocent young woman, especially in a film/movie or play What does the alliteration 'mercilessly spike' suggest? ✓ emphasises how 'ferocious' the Irish sub-editor was → need for impartial feedback to progress Are you inspired after reading this article? Would you start writing your own diary or blog? ✓ finding the right mentor is a priority 148 active textbook pg 79 ex 4 vocab pg 79 ex 5 paraphrasing ]]> 147 3 pix/icons8-hand-with-pen-100_white.png Good practice for writing clear English active deck_shuffled_lines_valign deck_shuffled_lines_halign shuffled_boxes prep_deck_shuffled_lines_halign ]]> 146 wip textbook tmp_pdf/new_language_leader_advanced_student_s_book_pg78-79_hot_off_the_press_writing_for_journalism_verb_patterns.pdf ✓ being informative is not a guarantee of being communicative → being entertaining may have a more long-lasting effect pg 79 ex 6 A B listening language_leader/new_language_leader_advanced/new_language_leader_advanced_audio_cd02/new_language_leader_advanced_audio_cd02_016.ogg T / Cl Should you focus more on the reader, or on story telling and a curiosity and an eagerness to communicate? ✓ probably both → cater for a variety of audiences → satisfy different needs (...) ]]> 145 to have a way with = to be able to lead, persuade, or influence hot off the press = just appeared in print to nurture = to care for and protect sb/sth while they are growing and developing; to help sb/sth to develop and be successful peculiar = strange or unusual, especially in a way that is unpleasant or worrying succinct = concise; using few words to inculcate = ~ sth (in / into sb) | ~ sb with sth (formal) to cause sb to learn and remember ideas, moral principles, etc., especially by repeating them often deplorable = (formal) very bad and unacceptable, often in a way that shocks people ferocious = very fierce, violent or aggressive; very strong to spike = to reject sth that a person has written or said; to prevent sth from happening or being made public mercilessly = without pity sloppy = that shows a lack of care, thought or effort redoubt = place or situation in which sb/sth is protected when they are being attacked or threatened to crave = to have a very strong desire for sth to flounder = to struggle to know what to say or do or how to continue with sth; to have a lot of problems and to be in danger of failing completely; to struggle to move or get somewhere in water, mud, etc restrained = showing calm control rather than emotion uninhibited = behaving or expressing yourself freely without worrying about what other people think cunning = clever at planning something so that they get what they want, especially by tricking other people, or things that are cleverly made for a particular purpose ingenue = (from French) an innocent young woman, especially in a film/movie or play to crave (for) = to have a very strong desire for sth superfluous /sju:ˈpə:fluəs/ = more than you need or want; unnecessary invaluable ~ (to / for sb/sth) | ~ (in sth) = extremely useful aspiring = wanting to start the career or activity that is mentioned; wanting to be successful in life to absorb = to make sth smaller become part of sth larger; to take sth into the mind and learn or understand it; to use up a large supply of sth, especially money or time truancy = practice of staying away from school without permission narrative = description of events, especially in a novel narration = act or process of telling a story, especially in a novel, a film/movie or a play self-conscious = done in a way that shows you are aware of the effect that is being produced to hone = to make perfect or complete; develop and improve sth, especially a skill, over a period of time; sharpen 144 The most of people know how to tell a story It's a little bit ~~contradictionary~~ contradictory ]]> 20230526 15:30-16:30 15:45-16:45 1.5 1666 active Describing past & present habits, performance By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd Intermediate Case study - Fast fitness market_leader_3rd_intermediate_course_book_pg80-81_case_study_recruitment_dilemma_at_fast_fitness.pdf Writing - Comparison of shortlisted candidates ✓ choose & justify why a candidate is suitable for the post at Fast Fitness → practise 'used to, would' to describe past experience (habits) → practise 'will' to make predictions about how these candidates may perform at Fast Fitness (send the link to your google doc (in edit mode!)

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 143 active textbook → practise 'used to, would' to describe past experience (habits) → practise 'will' to make predictions about how these candidates may perform at Fast Fitness ]]> 142 IELTS scoring in detail active textbook tmp_pdf/ielts_writing-band-descriptors-task-2.pdf https://www.ielts.org/for-organisations/ielts-scoring-in-detail SPEAKING: Band Descriptors Fluency and coherence Lexical resource Grammatical range and accuracy Pronunciation https://www.ielts.org/-/media/pdfs/speaking-band-descriptors.ashx WRITING TASK 1: Band Descriptors TR task response CC cohesion & coherence LR lexical response GRA grammar range & accuracy https://www.ielts.org/-/media/pdfs/writing-band-descriptors-task-1.ashx WRITING TASK 2: Band Descriptors TR task response CC cohesion & coherence LR lexical response GRA grammar range & accuracy https://www.ielts.org/-/media/pdfs/writing-band-descriptors-task-2.ashx ]]> 141 active textbook DVD case study commentary Feedback What profile does the company actually need? 〆being a sporty person is not a priority, just an asset ✓ emphasise more experience in management in the job description → need to better list skills, knowledge, attitude... How can you test the real capabilities of candidates? ✓ enquire how would encourage clients to renew their subscriptions ✓ ask behavioural questions (...) What common mistake is made when recruiting? 〆recruiting the same person as you are yourself → diversity of people What requirements are essential for Fast Fitness? ✓ motivate & lead individual club managers ✓ give direction 〆don't take away independence → need to have ideas that can be adopted by club managers Who would be the best candidate(s)? 1) Silvia ✓ features credibility (experience with football team) ✓ has tangible ideas ✓ is committed to her own development (evening class in business studies) 2) Martha 〆needs more experience ]]> 140 139 would live lived two years in Florida The Other two candidates are not suitable Before ~~to be~~ being ready ... ]]> 20230522 15:45-16:45 15:30-16:30 1.5 1666 active Fast fitness - Choosing a manager (depending on past & present habits, performance...) (1/2) By the end of this session you will have studied Describing past & present habits print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd Intermediate Case study - Fast fitness pg 80 background reading pg 80 task 1 reading pg 81 cards market_leader_3rd_intermediate_course_book_pg80-81_case_study_recruitment_dilemma_at_fast_fitness.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> Market Leader 3rd edition B1 138 active textbook ✓ to be healthy rather than to look healthy (...) How do you attract people to fitness clubs? ✓ organise groups who can socialise together after a work-out rather than just individuals ✓ find personal coaches who can motivate (...) Is going to the gym to be healthy or to look healthy? ✓ depends on local culture, urban life style, work life balance (...) pg 80 background reading T / Cl Are facilities competitive? ✓ yes, they seem to be rather well equipped What can explain the problems that the chain is facing? Why aren't members renewing their cards? ✓ yearly subscriptions are expensive ✓ people are less likely to commit themselves → change from yearly to monthly subscriptions pg 80 Fast fitness job description T / Cl What kind of manager do they need to improve performance? Do you agree with the job description? 〆being a sporty person is not a prerequisite ✓ charisma (...) ]]> 137 20210519-0926 Be / Get used to active grammar 136 active textbook used to - would - will mindmap

Download onto your tablet or print & illustrate the following mindmap in your own way (use colours, symbols, etc) http://www.ictnle.com/mindmaps/used_to_would_will_mindmap.pdf ]]> 135 active textbook tmp_pdf/market_leader_3rd_intermediate_course_book_pg80-81_case_study_recruitment_dilemma_at_fast_fitness.pdf reading pg 81 cards → rank candidates in terms of suitability → practise 'used to', 'would' and 'will' to describe habits pg 80 task 2 listening market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_010.ogg Sean 〆 sounds over-confident 〆 doesn't like conflicts market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_011.ogg Paulo 〆lacks education & experience ✓ may endorse the brand ✓ has a plan to make improvements market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_012.ogg Martha 〆talks about problems with her boss 〆focuses too much on her achievements with people suffering from Parkinson's disease 〆lacks confidence ✓ has many ideas market_leader/market_leader_3rd_intermediate/market_leader_3rd_intermediate_audio_cd02/market_leader_3rd_intermediate_audio_cd02_013.ogg Silvia ✓ wants to be challenged & earn more ✓ gives facts rather than just opinions ✓ is demanding, convincing ]]> 134 wip textbook DVD case study commentary Feedback ]]> 133 leisure = time that is spent doing what you enjoy when you are not working or studying martial = connected with fighting or war to put / to lay one's cards on the table = to let someone know your position and interest openly; deal honestly; act without trickery or secrets treadmill = exercise machine that has a moving surface that you can walk or run on while remaining in the same place chain = group of shops/stores or hotels owned by the same company to bug = to annoy or irritate sb flair ~ for sth = a natural ability to do sth well to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent to flock = to go or gather together somewhere in large numbers leisure = time that is spent doing what you enjoy when you are not working or studying to appeal = to attract, to interest sun deck = part of a ship where passengers can sit to enjoy the sun, or a similar area beside a restaurant or swimming pool to liaise (with sb) (especially BrE) = to work closely with sb and exchange information with them outstanding = extremely good; excellent runner-up = person or team that finishes second in a race or competition; a person or team that has not finished first but that wins a prize consignment = quantity of goods that are sent or delivered somewhere 132 In From my point of view, you need... ~~From~~ On the other hand, he can attract people with his image ...to appeal ~~with~~ to different sectors It's a bad signal when you start ~~claiming~~ complaining on about the boss She used to advise to the national football team It's ~~easiest~~ the easiest | the most easy | the most obvious way to kill business You're more interested in money than in the job ]]> 20230519 15:30-16:30 15:45-16:45 1.5 1666 active Case study - Selig and Lind (2/2) By the end of this session you will have studied Describing past & present habits print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles Case study - Selig and Lind market_leader_3rd_upper_intermediate_pg72-73_selig_and_lind_choosing_a_manager.pdf pg 73 writing a recommendation (send the link to your google doc (in edit mode!) smartphone or tablet device

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DVD case study commentary Feedback T / Cl Why did he alienate from his staff? 〆result-oriented 〆unclear goal-setting 〆demotivating by not involving staff in decision-making 〆poor, little constructive feedback → improve communication & interpersonal skills What are the most striking weaknesses of the candidates? 〆Ruth doesn't appear to want to accommodate her management style to an international team 〆Kazuo might turn people off by considering company is more important than individuals 〆Eduardo may be too hesitant and not prepared to take tough decisions because he wants to be liked too much 〆Martina believes people are motivated by money Who would the consultant recommend? ✓ Ruth might face some resistance at the beginning but eventually will meet deadlines = favourite candidate ✓ Eduardo would build a good rapport with team members but might not get things done = front-runner ]]> 130 wip textbook use expressions from pg 67 ex D use expressions from pg 68 ex E see pg 131 writing a report (including an executive summary) ]]> 129 128 decision decisions in a group, and is very strong at sorting out staff problems he does not permit disagreement/arguments, ~~lack of~~ he (also) lacks work-life balance, and has no experience in multicultural groups ]]> 20230505 15:30-16:30 15:45-16:45 1.5 1666 active Case study - Selig and Lind (1/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use - Intermediate 3rd ed - Murphy Unit 85 Some vs any

Complete exercises key to exercise

Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit85_some_any_w_key.pdf smartphone or tablet device

Download onto your tablet or print the following pdf for our next lesson. The Business 2.0 Upper Intermediate Writing Memos pg 31 ex 5 writing a memo the_business_upper_intermediate_2_0_students_book_pg30-31_writing_memos_officialese_vs_plain_english.pdf smartphone or tablet device

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles Case study - Selig and Lind pg 72 background pg 73 description of managers 1-4 → read & prepare pg 73 task 2, 3 market_leader_3rd_upper_intermediate_pg72-73_selig_and_lind_choosing_a_manager.pdf schedule

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Mouse-over to view key: We realise that there is currently not enough parking space on the site, and we are making plans to solve the problem. The main difficulty at the moment is the area next to the logistics warehouse. If there was a fire, it would be very difficult for emergency vehicles to reach the fuel tanks behind the building. We must keep access roads to all buildings clear. Please remember that cars should only be parked in the official car parks. As from Monday 13 August we regret that we will have to remove any cars parked on access roads. Thank you for your cooperation. pg 31 ex 6 listening the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_041.ogg pg 31 ex 7 role play set for homework pg 31 ex 8 9 writing a memo ]]> 125 1 Lead in active edit_ol_qa pix/icons8-collaboration-100_white.png Would you like to relocate to Copenhagen, Denmark? ✓ better work life balance in Scandinavian countries ✓ lifestyle closer to nature (...) What differences in corporate culture & management style would you expect? ✓ stronger labour law to protect employees ✓ less stressful work conditions labour law = body of law that applies to matters such as employment, wages, conditions of work, labour unions, and labour-management relations What mistakes could a result-oriented manager make when running an international team with a Scandinavian corporate culture? 〆being too authoritarian 〆making decisions without consensus 〆providing little support with for less experienced team members 〆socialising not enough = not taking into consideration cultural differences among team members → needs cross-cultural skills to call a spade a spade = to call a person or thing a name that is true but not polite; speak bluntly; use the plainest language Do you think strong leaders groom weak managers? 〆strong leader may create too comfy a work environment → managers need to be thrown in at the deep end to learn & become autonomous to be thrown in at the deep end = to be given a difficult job without preparation to groom sb (for / as sth) = to prepare or train sb for an important job or position 124 active textbook market_leader_3rd_upper_intermediate_pg72-73_selig_and_lind_choosing_a_manager.pdf Lexical material: Choosing the right manager & management style pg 72 background reading T / Cl What management mistakes do you think Paul Johnstone made? (...) Was he too authoritarian? (...) pg 72 management style of Paul team member #1 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_022.ogg T / Cl What is a better management style: saying what to do or how to do things? ✓ what to do = focus on goals → provide support only if needed = situational management Hersey & Blanchard - Situational leadership

team member #2 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_023.ogg T / Cl What is more effective: being a people's person or focusing on results? ✓ depends on short & long term goals → build rapport if long term, strategic goals are set Blake & Mouton - Managerial chart

team member #3 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_024.ogg T / Cl Has Paul Johnstone any potential for improving his management style? 〆should have already proven by now that he is prepared to learn & improve himself → current situation is not a warning but a likely dismissal → leadership course is probably too late What management styles should be used? ✓ see pg 67 ex D pg 72 replacing the project manager pg 73 read descriptions pg 73 task 1 2 T / Cl Rank candidates in terms of suitability → Isn't Ruth too decisive? (indeed, sales management consists in pushing people) → Will the team want to work 6-7 days a week with Kazuo when they're already exhausted? → Is Eduardo decisive enough? → Has Martina got sufficient interpersonal skills? pg 73 task 3 4 〆Martina has limited experience in managing people (only IT, not multicultural) ✓ Eduardo may set a better example for a customer service to retail outlets though is not goal oriented ]]> 123 disheartening = not to motivate or encourage distant = not friendly; not wanting a close relationship with sb morale /mə:'æl/ = amount of confidence and enthusiasm, etc. that a person or a group has at a particular time to the letter = in every detail ashamed ~ (of sth/sb / yourself) | ~ (that ...) | ~ (to be sth) = feeling shame or embarrassment about sb/sth or because of sth you have done to alienate /ˈeɪljəneɪt/ = to make sb less friendly or sympathetic towards you; to make sb feel that they do not belong in a particular group; to cause someone or a group of people to stop supporting and agreeing with you front-runner = competitor thought likely to win rapport /ræ'pɔ:r/ (with sb) | ~ (between A and B) = a friendly relationship in which people understand each other very well tenacious = that does not stop holding sth or give up sth easily; determined to overlook = to fail to notice to carry out = to execute, to perform labour law = body of law that applies to matters such as employment, wages, conditions of work, labour unions, and labour-management relations to be thrown in at the deep end = to be given a difficult job without preparation to groom sb (for / as sth) = to prepare or train sb for an important job or position to call a spade a spade = to call a person or thing a name that is true but not polite; speak bluntly; use the plainest language 122 two years ~~From~~ On the other hand, you must be responsible He was too ~~distance~~ distant You want to explain why you want to lay him off ~~him~~ It's very close to ~~the~~ Paul 's management style ]]> 20230428 15:30-16:30 15:45-16:45 1.5 1666 2499 20230428 0 active Writing memos By the end of this session you will have studied Read & complete the gaps in the following excerpt adapted for practising articles. Digital heaven digital_heaven_adapted_for_practising_articles.pdf key to exercise

Check your answers with the key at the end of the file. schedule

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Download onto your tablet or print the following pdf for our next lesson. The Business 2.0 Upper Intermediate Writing Memos Officialese vs plain English pg 30 ex 2 3 model & analysis the_business_upper_intermediate_2_0_students_book_pg30-31_writing_memos_officialese_vs_plain_english.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 20230424 hw20230428 2 pix/icons8-hand-with-pen-100_white.png Stylistic & grammatical mistakes Correct the mistakes.]]> 121 20230424 hw20230428 2 pix/icons8-hand-with-pen-100_white.png Stylistic & grammatical mistakes active deck_shuffled_lines_valign prep_deck_shuffled_lines_halign deck_shuffled_lines_halign shuffled_boxes prep_deck_shuffled_lines_halign Correct the mistakes.]]> Use the same tense in descriptions to avoid confusion. Backshift one tense in reported speech unless you want to emphasise the situation is still true. Prefer a phrase or clause at the beginning to avoid separating the subject from the verb. Use a relative pronoun and its clause after the noun it defines. Keep correlative conjunctions grammatically balanced ]]> Use the same tense in descriptions to avoid confusion. 〆Since a mistake has been made, the manager was trying to understand who had made it. ✓ Since a mistake was made, the manager was trying to understand who made it. Backshift one tense in reported speech unless you want to emphasise the situation is still true. 〆The team lead asked staff members if they have read the report. (Have you read the report?) ✓ The team lead asked staff members if they had read the report. (present perfect → past perfect) 〆Despite apparent sell-out, the salesperson confirmed goods were still available at the warehouse. ✓ Despite apparent sell-out, the salesperson confirmed goods are still available at the warehouse. Prefer a phrase or clause at the beginning to avoid separating the subject from the verb. 〆The CEO, in his annual report to shareholders, provides a detailed breakdown of dividends. ✓ In his annual report to shareholders, the CEO provides a detailed breakdown of dividends. Use a relative pronoun and its clause after the noun it defines 〆There is a design flaw in the product, which is rather costly. (costly → product OR design flaw?) ✓ In the product there is a design flaw which|that is rather costly. (which | that = relative pronoun in a defining clause, no comma) Keep correlative conjunctions grammatically balanced 〆It was both a time-consuming webinar and quite irrelevant to us. ✓ The webinar was both time-consuming and quite irrelevant to us. 〆The KPIs are not only to sell more but also that we have to improve quality. ✓ The KPIs are not only to sell more but also to improve quality. ]]> 120 active textbook ]]> The Business 2.0 Upper Intermediate B2 Unit 2.5 Writing memos 119 active textbook T / Cl What is the difference between todo lists and memos? ✓ todo lists focus on tasks & objectives → probably more time effective & easier to understand ✓ memos (= memorandum, remember) focus on what not to forget → probably more administrative & old-fashioned style of communication ⇒ different uses of language T / Cl Why do memos get ignored? 〆early | late notice 〆wrong addressing 〆irrelevant content 〆inappropriate register 〆illegible layout pg 30 ex 1 discussion T / Cl What is a target time frame? [schedule | deadline | objective for the future] ✓ deadline To communicate more effectively you should use [plain | sophisticated] language ✓ plain Functional language: Writing memos pg 30 ex 2 3 model & analysis T / Cl If you want to communicate effectively: you need [plain / advanced] language ✓ plain language = simply and clearly expressed, without using technical language ≠ legalese Examples of 'officialese' It is recognised jargon can speed up communication 'it is recognised' is [formal | informal]? ✓ formal Why? ✓ passive form What is a less formal way of saying the same thing? ✓ we... think, realise, reckon 'to speed up' is [formal | informal]? ✓ informal What is a more formal way of saying the same thing? ✓ to accelerate Find the mistake in register 'It is recognised jargon can speed up communication' 〆mix of formal & informal register ! pay attention to collocations → enhance > accelerate communication ✓ jargon may enhance communication Which sentence has a [formal | informal] register? 1) It is recognised jargon may enhance communication ✓ formal 2) We realise jargon can speed up communication ✓ informal pg 31 ex 4 language focus set for homework pg 31 ex 5 writing a memo ]]> 118 to enhance = to improve the quality, amount, or strength of something adjacent = next to alleviated = made easier to bear to alleviate = to lighten or lessen the force or weight of forthwith = immediately to solicit = to ask sb for sth, such as support, money, or information; to try to get sth or persuade sb to do sth breakdown = division of something into smaller parts; detailed information that you get by studying a set of figures 117 froze freeze people At this period of time there is no ~~any~~ (such) technology ...and you ~~tell~~ give | explain the general structure ]]> 20230424 15:45-16:45 15:30-16:30 1.5 1666 -5000 active Case study Pampas Leather Company (2/2) - Writing guidelines Writing memos Support stories - Writing for style (1/3) By the end of this session you will have studied Read & complete the gaps in the following excerpt adapted for practising articles. 30 Years Later, 'Wall Street' Is More Relevant Than Ever by J. Maureen Henderson Forbes key to exercise

Check your answers with the key at the end of the file wall_street_is_more_relevant_than_ever_adapted_for_practising_articles.pdf smartphone or tablet device

Download onto your tablet or print the following pdf for our next lesson Market Leader 3rd Intermediate Case study - Pampas Leather Company market_leader_3rd_intermediate_course_book_pg87-9_138_negotiating_case_study_pampas_leather_company.pdf

Negotiation deal → recap the terms & conditions you have envisaged during the initial negotiation → make a tentative offer (send the link to your google doc (in edit mode!) (next lesson?) smartphone or tablet device

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 116 active textbook 〆outsourcing to China rather far from both Argentina and USA 〆meeting deadlines by outsourcing overseas 〆cheaper labour force to the detriment of quality ✓ current economic situation not favourable to selling luxury goods like the Clubman jacket (...) pg 89 task pg 89 role play

]]> 115 active textbook DVD case study commentary Feedback Why is it important to build a sustainable relationship? ✓ need repeat-business → think not only about your profit but also your partner's What risks are they facing? ✓ couldn't return unsold goods featuring the label of the distributor ✓ cultural differences ✓ focus too much on details & terms of the contract Conclusion: ✓ look for a long term relationship rather than big volumes → be honest about your needs 〆don't bluff → share risks equally & fairly ✓ work together and not against each other e.g. when distributor is not supporting promotion & development of brand awareness = reach a win-win solution How can you work creatively to reach a win/win outcome? e.g. offer to put in touch with another local distributor focusing on the luxury sector for the Clubman jacket e.g. consider on-line sales with a wider assessment (...) ✓ try signing a pilot contract to check if you are on the same wavelength ≠ needn't try sharing profit on a 50/50 basis ]]> 114 1 Strengths and weaknesses active deck_shuffled_lines_halign (strengths) (weaknesses) ]]> 113 2 Opportunities and threats active deck_shuffled_lines_halign (Opportunities) (Threats) ]]> Bottoms Up - Writing skills 112 1 pix/icons8-hand-with-pen-100_white.png Stylistic & grammatical mistakes active deck_shuffled_lines_valign shuffled_lines deck_shuffled_lines_halign shuffled_boxes prep_deck_shuffled_lines_halign A participial phrase at the beginning of a sentence must refer to the grammatical subject. In a series of three or more terms with a single conjunction, use a comma after each term except the last. An article or a preposition applying to all the members of a series must either be used only before the first term or else be repeated before each term. Don't use commas instead of full stops. Inversion in the restrictive clause Inversion in the main clause Don't repeat the negative form in the main clause Use modifiers before the word they modify ]]> . Obviously obviously lacking expertise in this field. Use modifiers before the word they modify NotAll the members were ~~were~~ present. He ~~only~~ found only the two biggest mistakes. Inversion in the restrictive clause Not only did he ~~sent~~ send a message, he also rang Inversion in the main clause Not until he compared prices did he ~~accepted~~ accept the offer Don't repeat the negative form in the main clause Under no circumstances ~~shouldn't~~ should you ask for help ]]> 111 20230424 hw20230428 2 pix/icons8-hand-with-pen-100_white.png Stylistic & grammatical mistakes active prep_deck_shuffled_lines_halign deck_shuffled_lines_valign deck_shuffled_lines_halign shuffled_boxes prep_deck_shuffled_lines_halign Correct the mistakes.]]> Use the same tense in descriptions to avoid confusion. Backshift one tense in reported speech unless you want to emphasise the situation is still true. Prefer a phrase or clause at the beginning to avoid separating the subject from the verb. Use a relative pronoun and its clause after the noun it defines. Keep correlative conjunctions grammatically balanced ]]> Use the same tense in descriptions to avoid confusion. 〆Since a mistake has been made, the manager was trying to understand who had made it. ✓ Since a mistake was made, the manager was trying to understand who made it. Backshift one tense in reported speech unless you want to emphasise the situation is still true. 〆The team lead asked staff members if they have read the report. (Have you read the report?) ✓ The team lead asked staff members if they had read the report. (present perfect → past perfect) 〆Despite apparent sell-out, the salesperson confirmed goods were still available at the warehouse. ✓ Despite apparent sell-out, the salesperson confirmed goods are still available at the warehouse. Prefer a phrase or clause at the beginning to avoid separating the subject from the verb. 〆The CEO, in his annual report to shareholders, provides a detailed breakdown of dividends. ✓ In his annual report to shareholders, the CEO provides a detailed breakdown of dividends. Use a relative pronoun and its clause after the noun it defines 〆There is a design flaw in the product, which is rather costly. (costly → product OR design flaw?) ✓ In the product there is a design flaw which|that is rather costly. (which | that = relative pronoun in a defining clause, no comma) Keep correlative conjunctions grammatically balanced 〆It was both a time-consuming webinar and quite irrelevant to us. ✓ The webinar was both time-consuming and quite irrelevant to us. 〆The KPIs are not only to sell more but also that we have to improve quality. ✓ The KPIs are not only to sell more but also to improve quality. ]]> 110 109 this such issue ~~From~~ On the one hand, it could be not bad... If you ~~will~~know how ~~will~~ you will build the strategy I couldn't understand ~~nothing~~ anything It would ~~live~~ be viable only if... ]]> 20230421 15:30-16:30 15:45-16:45 1.5 1666 -2500 active Case study Pampas Leather Company (2/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson Market Leader 3rd Intermediate Case study - Pampas Leather Company pg 138 Information file reading → prepare role play market_leader_3rd_intermediate_course_book_pg87-9_138_negotiating_case_study_pampas_leather_company.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 108 active textbook 〆outsourcing to China rather far from both Argentina and USA 〆meeting deadlines by outsourcing overseas 〆cheaper labour force to the detriment of quality ✓ current economic situation not favourable to selling luxury goods like the Clubman jacket (...) pg 89 task pg 89 role play

]]> 107 106 figured out realised | understood including Miele's retail pyramid including the Miele retail pyramid Our discount policy ~~tells~~ states that | consists of that for pilot sales... ]]> 20230417 15:45-16:45 15:30-16:30 1.5 1666 0 active Case study Locating a recycling centre (2/2) | Case study Pampas Leather Company Case study Pampas Leather Company By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson The Business Intermediate 2.0 Case study Phoenix

pg 85 ex 7 writing (send the link to your google doc (in edit mode!) the_business_2_0_intermediate_b1_student_s_book_pg84-85_company_and_community_case_study_phoenix.pdf smartphone or tablet device

Download onto your tablet or print the following pdf for our next lesson Market Leader 3rd Intermediate Case study - Pampas Leather Company pg 89 background reading market_leader_3rd_intermediate_course_book_pg87-9_138_negotiating_case_study_pampas_leather_company.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 105 active textbook 104 active textbook ✓ explain how quality is achieved ✓ justify why American buyers will be interested in Argentinian manufacture (...) pg 89 background reading T / Cl Preparing for the negotiation What concessions can Pampas make? ✓ re-label the jackets under the name of WCA (American distributor) → may boost sales instead of using own brand name ✓ cut costs on brand awareness 〆is already well-established & selling world-wide → no interest in agreeing to sell unbranded items (...) What will be your BATNA? ✓ shorter lead time (Argentina relatively close to the USA) ✓ minimum quantity of best-selling jackets (...) What proposals will your probe? ✓ volumes ✓ non-inclusive rights (Pampas may sell its own assortment too) ✓ long-term contract → try pilot assortment sales? (...) ]]> 103 apparel /əˈpærəl/ = (especially AmE) clothing, when it is being sold in shops/stores to lose sight of the bigger picture = to see the trees but not the forest fairly = in a fair and reasonable way; honestly; to some extent but not very BATNA = best alternative to a negotiated agreement. In negotiation theory, the Best Alternative to a Negotiated Agreement or BATNA is the most advantageous alternative course of action 102 the building of a new Phoenix plant We discussed building of a new Phoenix plant ...for some fashion conscious people ]]> 20230414 15:30-16:30 15:45-16:45 1.5 1666 5000 20230419 2500 active Case study Locating a recycling centre By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. limiting_adverbials_mindmap.pdf smartphone or tablet device

Download onto your tablet or print the following pdf for our next lesson. Grammar and vocabulary for CAE and Proficiency by Longman Limiting & negative adverbial phrases pg 118 review grammar structures pg 119 ex 1 2 3 4 grammar grammar_and_vocabulary_for_CAE_and_proficiency_Longman_Side_Wellman_pg118-119_inversion_after_negative_adverbs_w_key.pdf smartphone or tablet device

Download onto your tablet or print the following pdf for our next lesson The Business Intermediate 2.0 Case study Phoenix

pg 84 ex 2 reading the_business_2_0_intermediate_b1_student_s_book_pg84-85_company_and_community_case_study_phoenix.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 101 20191010-1219 Inversion after limiting adverbials active review 100 active textbook pg 119 ex 1 2 3 4 grammar_and_vocabulary_for_CAE_and_proficiency_Longman_Side_Wellman_pg118-119_inversion_after_negative_adverbs_w_key.pdf Feedback ]]> Market Leader 3rd edition B1 99 active textbook 〆 dump them in a landfill?! (...) Would you like to live near a recycling centre? (...) pg 84 ex 1 discussion T / Cl How high tech do you think this company is / could be? ✓ scanners & cameras automatically segregate waste ✓ robots help recycling as efficiently as possible (...) pg 84 ex 2 reading T / Cl Would you locate a recycling centre in the old town? (...) ]]> 98 active textbook tmp_pdf/the_business_2_0_intermediate_b1_student_s_book_pg84-85_company_and_community_case_study_phoenix.pdf the_business_mac_millan/the_business_intermediate_2_0/the_business_intermediate_2_0_audio_cd02/the_business_intermediate_2_0_u6_2.39.mp3 pg 85 ex 4 5 discussion pg 116 group A planning dept pg 118 group B residents pg 121 group C Phoenix T / Cl Could you include a museum and a research centre attached to the recycling facility to justify its location close to the school? ✓ operation 'charm & diplomacy' (...) pg 85 ex 6 role play ]]> 96 hazardous /ˈhæzədəs/ = risky, dangerous to ensure = to make sure, make certain recycling = act of processing used or abandoned materials for use in creating new products landfill = area of land where large amounts of waste material are buried under the earth cause (for the good ~) = idea that people support or fight for; дело (правое, благородное и т.п) to charm = to please or attract sb in order to make them like you or do what you want to be concerned by = to worry about prohibitive = preventing people from doing sth; discouraging 95 the scratch Not until ~~did they realise their mistake~~ the contract was signed did they realise their mistake ~~From~~ On the one hand, there is a lot of material to be recycled Your vision must be ~~ambition~~ ambitious If you build exactly near ~~to one~~ a | the park... If they're ready to provide tax incentives | allowances | vacation ]]> 20230410 15:45-16:45 15:30-16:30 1.5 1666 0 active Defusing tension By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 2 Considering alternatives 20230403 hw20230407 pix/icons8-metronome-filled-100_white.png You work for the Rockdale Centre. Consider alternative solutions. → practise conditionals 94 2 Considering alternatives 20230403 hw20230407 pix/icons8-metronome-filled-100_white.png pix/icons8-collaboration-100_white.png pix/icons8-dictionary-100_white.png active edit_ol_qa prep_ol_qa You work for the Rockdale Centre. Consider alternative solutions. Supposing that employees gathered to protest, I would try to take advantage of the situation and show the Rockdale centre can manage such challenges show you can manage challenges If we meet unauthorised reporters we will escort them out of the premises to escort = to accompany Should 1 000 protesters come we could use helicopters to evacuate VIPs evacuate If you step down to pressure once, you won't be perceived as a reliable partner to be perceived as If we had organised an interview with Hamilton before announcing his participation in the event we would not have such a dilemma now dilemma Had all conferences in the world been cancelled each time disruptions by protesters were expected, no conference would have made it possible to exchange new ideas no exchange of ideas possible 93 3 Role play role_play active Find means to defuse tension before the event. Then, re-consider if you should go ahead with the conference or cancel it. Recycle new expressions and language. You want to cancel the event or at least stop Carl Hamilton from attending. ✓ Had we known about accusations of dumping toxic waste earlier, we wouldn't have invited him in the first place! ✓ If we met Hamilton to understand his viewpoint on allegations of pollution, we could take a more informed decision... 〆Should anyone get hurt no organisation will ever want to come back here! 〆Won't VIPs call off their visit if they find out their security is at risk? You want Carl Hamilton to be a speaker and prove the Rockdale Centre can manage such challenges. ✓ If we run the event as planned we could turn a threat into an opportunity! ✓ We would build a reputation for reliability & crisis management. → What if we arranged a meeting between the protest leaders & Hamilton before the conference actually begins? ✓ extra Tv coverage of the event ✓ good publicity 92 active textbook SSS support their opinion → use mixed conditionals from pg 71 ex 4 ]]> 91 20190912-1423 Inversion after negative adverbials active grammar Watch out After 'not until', 'only when' and 'only after' the inversion is in the main part of the sentence. Which is more logical? 1) I read a book only after I have read its review 2) I read its review only after I have read the book ✓ 1) Which is the main clause? 1) I read a book (only after) 2) I have read its review ✓ 1) (only after) 2) I have read its review = restrictive condition Where is the inversion: clause 1) or clause 2) 〆 Only after ~~have I read~~ its review | ~~I read~~ a book ✓ Only after I have read its review | do I read a book = limiting adverbial w/o inversion | main clause with inversion ]]> 90 active textbook limiting adverbials mindmap

limiting_adverbials_mindmap.pdf ]]> 89 20191010-1219 Inversion after limiting adverbials active review 88 allegation (of sth) (against sb) | ~ (that ...) | ~ (about sb/sth) = public statement that is made without giving proof, accusing sb of doing sth that is wrong or illegal fire extinguisher = metal container with water or chemicals inside for putting out small fires agile = able to think quickly and in an intelligent way; able to move quickly and easily to accuse ~ sb (of sth) = to say that sb has done sth wrong or is guilty of sth 87 famouset most famous rap singer ]]> 20230403 15:45-16:45 15:30-16:30 1.5 1666 5000 20230410 2500 active Risk assessment Taking measures to mitigate risks By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment pg 72 ex 4 vocab pg 73 ex 6 vocab lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 86 active textbook tmp_pdf/lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf ✓ local zoologists, vets (experienced in dealing w/ wild animals) ✓ public authorities (in charge of managing natural catastrophe) What skills would you need? ✓ analytical skills ✓ being able to anticipate potential problems (fire, natural disasters, threats to health) ✓ experienced in ensuring procedures are in place in case of emergency ✓ quick decision making (military discipline) pg 72 ex 1 2 3 listening lifestyle/lifestyle_upper_intermediate/lifestyle_upper_intermediate_audio_cd02/lifestyle_upper_intermediate_audio_cd02_3.ogg Lexical material: What if, unless, provided that, supposing, in which case set for homework pg 72 ex 4 vocab pg 72 ex 5 speaking ]]> 85 In case of vs if active grammar the case of = reason → would be configured ≠ because of being deployed ✓ when (= if) = condition → would be configured if they were deployed [If | In case] the Customer receives a written notice from the Contractor, it shall provide the requested documents. - if = only when it receives a written notice → condition - in case = before the transaction begins → reason ]]> 84 active textbook Grammar: Conjunctions pg 73 ex 6 vocab pg 73 ex 7 vocab word focus: connectors feedback ]]> 83 active textbook ]]> 82 1 Anticipating risks active edit_2columns_2qa List risks and preventive measures to ensure the safety of the event. Risk assessment: 〆wild fire in surrounding woods 〆hungry wild bears 〆presence of paparazzi 〆car park = potential bottleneck (because it is too small) 〆restrict access to activists disrupting the conference 〆activists hiding in caves or woods Preventive measures: → patrol surrounding caves & woods → use different accesses to avoid traffic congestion ✓ entrance A for VIP → provide limousine for VIP ✓ entrance B for the press → reserve car park for the press ✓ entrance C for visitors → schedule a shuttle for visitors → video monitoring of the river bank ✓ rescue boat at disposal ✓ carry out security checks before visitors reach entrances ✓ locate smoking areas within the building only ✓ set out procedures in case of emergency 81 active textbook lifestyle/lifestyle_upper_intermediate/lifestyle_upper_intermediate_audio_cd02/lifestyle_upper_intermediate_audio_cd02_4.ogg pg 73 ex 10 speaking ]]> 80 2 Considering alternatives 20230403 hw20230407 pix/icons8-metronome-filled-100_white.png pix/icons8-collaboration-100_white.png pix/icons8-dictionary-100_white.png active prep_ol_qa edit_ol_qa You work for the Rockdale Centre. Consider alternative solutions. Supposing that employees gathered to protest, I would try to take advantage of the situation and show the Rockdale centre can manage such challenges show you can manage challenges If we meet unauthorised reporters we will escort them out of the premises to escort = to accompany Should 1 000 protesters come we could use helicopters to evacuate VIPs evacuate If you step down to pressure once, you won't be perceived as a reliable partner to be perceived as If we had organised an interview with Hamilton before announcing his participation in the event we would not have such a dilemma now dilemma Had all conferences in the world been cancelled each time disruptions by protesters were expected, no conference would have made it possible to exchange new ideas no exchange of ideas possible 79 to reassure /ˌriːəˈʃɔːr/ = to comfort someone and stop them from worrying to dispatch ~ sb/sth (to ...) (formal) = to send sb/sth somewhere, especially for a special purpose to blow up = to break or destroy or to be destroyed by explosion circumstance = conditions and facts that are connected with and affect a situation, an event or an action faulty = not perfect; not working or made correctly bizarre = strange, odd confident = sure of oneself outbreak = sudden eruption of anger, war, disease, rebellion, etc in case = because of a possibility of something happening, being needed, etc; in connection with someone or something, or in the situation of something; an in case-clause gives a reason while an if-clause describes a condition supposing that = used to ask sb to pretend that sth is true or to imagine that sth will happen provided that = (only) if - used to emphasise if; impose specific conditions or set limits on a situation; as long as, so long as, on condition that used to say what must happen or be done to make it possible for sth else to happen to escort sb from = to accompany to patrol = to walk or travel around an area, esp. at regular intervals, in order to protect or supervise it squad = section of a police force that deals with a particular type of crime; group of players or competitors from which a team is chosen for a particular game or match to close off = to isolate or separate premises = building and land near to it that a business owns or uses disruption = act of delaying or interrupting the continuity riverbank = ground along either side of a river allegation (of sth) (against sb) | ~ (that ...) | ~ (about sb/sth) = public statement that is made without giving proof, accusing sb of doing sth that is wrong or illegal fire extinguisher = metal container with water or chemicals inside for putting out small fires agile = able to think quickly and in an intelligent way; able to move quickly and easily to accuse ~ sb (of sth) = to say that sb has done sth wrong or is guilty of sth 78 will would check the invitation list ]]> 20230331 15:30-16:30 1.5 1666 2500 20230401 0 active Mixed conditionals - review By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Lifestyle Upper Intermediate Risk assessment pg 71 ex 6 grammar pg 72 ex 4 vocab lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf

]]> 75 20210423-1523 If clause + will (result in the main clause) active grammar 72 71 20230327 15:45-16:45 15:30-16:30 1.5 1666 2500 20230327 0 active Finding fixes By the end of this session you will have studied print

Download onto your tablet or print the following pdf. English Grammar in Use - Intermediate 3rd ed - Murphy Unit 40 Third conditional

Complete exercises key to exercise

Check your answers with the key at the end of the file english_grammar_in_use_intermediate_3rd_ed_murphy_cambridge_unit40_if_3rd_conditional_key.pdf smartphone or tablet device

Download onto your tablet or print the following pdf. conditionals_mindmap.pdf smartphone or tablet device

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> Lifestyle B2 70 1 Lead in active edit_ol_qa pix/icons8-collaboration-100_white.png What are these 2 men in the photo doing? Are they well equipped? ✓ they are finding fixes ✓ wear a helmet & appropriate outfit fix = (informal) solution to a problem, especially an easy or temporary one Could they have prepared better to such glitches? or are these usual teething problems? ✓ get a ladder (...) glitch = (informal) small problem or fault that stops sth working successfully teething problems = small problems that a company, product, system, etc. has at the beginning If you were in their situation, what would you do? ✓ call maintenance (...) What are contingencies? How do you deal with them? → make contingency plans contingency = events that may or may not happen, possibility black swan = metaphor describing an event which is unanticipated (perhaps because it seemed impossible or because no-one had considered it before), but which has very far-reaching consequences 69 active textbook pg 70 ex 1 speaking ]]> 68 active textbook tmp_pdf/lifestyle_upper_intermediate_students_book_pg_70-73_168_risk_assessment_mixed_conditionals.pdf lifestyle/lifestyle_upper_intermediate/lifestyle_upper_intermediate_audio_cd02/lifestyle_upper_intermediate_audio_cd02_1.ogg Grammar: Mixed conditionals pg 71 ex 4 grammar ]]> 67 20190618-0937 Conditionals active decks deck_of_phrases_conditionals.csv 66 20190624-1736 active review 65 active textbook conditionals mindmap

]]> 64 teething = small problems that a company, product, system, etc. has at the beginning;Despite different teething problems our company is anticipating a prosperous year 2023 black swan = metaphor describing an event which is unanticipated (perhaps because it seemed impossible or because no-one had considered it before), but which has very far-reaching consequences fix = (informal) solution to a problem, especially an easy or temporary one glitch = (informal) small problem or fault that stops sth working successfully to pre-empt = to prevent something from happening by taking action first runway = long narrow strip of ground with a hard surface that an aircraft takes off from and lands on to breach = not to keep to an agreement or not keep a promise 63 it is not polite enough ~~polite~~ ]]> 20230324 15:30-16:30 15:00-16:00 1.5 1666 2500 20230326 0 active Manners and etiquette - Improving communication & interpersonal skills By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. The Business 2.0 Upper Intermediate the_business_upper_intermediate_2_0_students_book_pg32-33_meteor_bank.pdf smartphone or tablet device

Download onto your tablet or print the following pdf for our next lesson. English Grammar in Use Advanced, Hewings Unit 14 Future continuous Unit 15 Future perfect, be + infinitive, future perfect continuous

Complete exercises key to exercise

Check your answers with the key at the end of the file english_grammar_in_use_advanced_hewings_cambridge_unit14-15_future_continuous_future_perfect_w_key.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 62 active textbook tmp_pdf/the_business_upper_intermediate_2_0_students_book_pg32-33_meteor_bank.pdf the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_042.ogg the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_043.ogg the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_044.ogg the_business_mac_millan/the_business_upper_intermediate_2_0/the_business_upper_intermediate_2_0_audio_cd01/the_business_upper_intermediate_2_0_audio_cd01_045.ogg T / Cl Is the bank growing too fast? to the detriment of older customers? (...) What is the most important for a bank? ✓ data security & confidentiality → no way to outsource IT to a 3rd party?! pg 33 ex 5 discussion ]]> 61 2 Follow-up active edit_ol_qa pix/icons8-collaboration-100_white.png How would you expand the bank's business? What stages would you go through? ✓ centralise to ensure same procedures & standards are running in all subsidiaries ✓ replicate, make information redundant for increased reliability through a computer grid What do you think were the reasons for recruiting S.Finlay in the first place? ✓ manage the expansion ✓ meet the rising demand for electronic services ≠ outsource IT What skills does S.Finlay need to improve? What training does he need? 〆managers & sys admins don't understand S.Finlay's strategy 〆staff members don't understand S.Finlay's strategy → share vision = like many IT gurus, S.Finlay may be less skilled at managing people → improve change management skills → communicate action plans better What are your conclusions? Should S.Finlay be replaced? ✓ give oneself the means to achieve your goals ✓ recruit more experienced staff ✓ S.Finlay needs to improve his communication & interpersonal skills to manage more efficiently 60 active textbook ]]> 59 active textbook Strengths Weaknesses Opportunities Threats ]]> 58 deliberate = done on purpose rather than by accident; planned malicious = intending or intended to do harm can't make an omelette without breaking (some) eggs = to achieve a certain goal one must sometimes incur damage, experience difficulties, or make sacrifices to the detriment of = at the cost of exhausted = very tired to get rid of sb/sth = to make yourself free of sb/sth that is annoying you or that you do not want; to throw sth away to blame ~ sb/sth (for sth) | ~ sth on sb/sth = to think or say that sb/sth is responsible for sth bad to claim = to say that sth is true although it has not been proved and other people may not believe it; to demand or ask for sth because you believe it is your legal right to own or to have it glitch = (informal) a small problem or fault that stops sth working successfully, e.g. A few technical glitches forced us to postpone the demonstration; sudden irregularity or malfunction (of equipment etc.) demanding = (of a person) expecting a lot of work or attention from others; not easily satisfied 57 any feedback regarding language In From my point of view He ~~was~~ centralised the computer system ~~From other side~~ On the other hand it's very common ~~when~~ for people to leave the company ]]> 20230320 15:00-16:00 15:30-16:30 1.5 1666 2500 20230320 0 active Rising star makes sparks fly By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. The Business 2.0 Upper Intermediate pg 32 ex 2 reading Rising star makes sparks fly pg 32 ex 3 memo analysis the_business_upper_intermediate_2_0_students_book_pg32-33_meteor_bank.pdf schedule

Agenda - to be confirmed 20230217+20+22 career interview 20230222+27+03 business case 20230303+06 business case + leadership style discussion 20230310 CV review + career interview drill (cf on-line assessment plan) 20230313 leadership style discussion 20230315 on-line assessment ✓ career interview ✓ business case ✓ leadership style discussion

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> The Business Upper Intermediate 2.0 B2 2 Information technology IT downtime, hardware upgrade, soft skills retraining Collecting feedback, suggesting solutions Conflict management (when sparks fly) Meteor Bank 56 active textbook 55 1 Lead in active edit_ol_qa pix/icons8-collaboration-100_white.png When and why would experienced staff resign? ✓ disagreement with hierarchy ✓ resistance to change ✓ better work opportunities from the competition What knowledge management and/or security issues are likely when experienced staff leave a company? 〆customer dissatisfaction (due to lack of personalised service) 〆delays in delivery 〆longer work hours What kind of manager & set of skills are needed when rejuvenating a company's workflow? ✓ a manager with determination that is not offending other people ✓ being result oriented in a way that is not working against employees' workflow ✓ diplomacy with senior staff to rejuvenate = to make young again 54 active textbook Lexical material: Staff turnover, restructuring, downtime pg 32 ex 1 discussion T / Cl What kind of person is a rising star: ambitious, determined, workaholic? (...) Such a rising star will make changes that are probably easy - or difficult - to put in place? ✓ probably generate resistance → make sparks fly to make sparks fly = to increase risks of a dispute, to clash pg 32 ex 2 reading Rising star makes sparks fly ]]> 53 active textbook ✓ will drag = future simple → promise ]]> 52 20210630-1227 Arrangements, plans, promises and intentions active decks deck_of_phrases_future_arrangements_plans_promises_intentions.csv 51 20190418-1837 Future forms active decks deck_of_phrases_future_forms.csv 50 active textbook future forms mindmap

future_forms_mindmap.pdf ]]> 49 turnover = rate at which employees leave a company and are replaced by other people job rotation = practice of changing staff at frequent intervals by discharges and substitutions teething = small problems that a company, product, system, etc. has at the beginning to irritate = to annoy sb, especially by sth you continuously do or by sth that continuously happens to make sparks fly = to increase risks of a dispute, to clash lenient = not as strict as expected when punishing sb or when making sure that rules are obeyed to drag = to pull sb/sth along with effort and difficulty to rejuvenate = to make young again to beat about the bush = to talk a lot, but avoid directly addressing the most important point 48 have always ~~prepare~~ prepared better I felt ~~myself~~ much more confident ]]> 20230313 15:00-16:00 15:30-16:30 1.5 1666 2500 20230314 0 active Managing people Managing people the hard way SC - Improving communication & interpersonal skills By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. The Business Advanced pg 44 ex 2 3 reading pg 45 Are you the manager that people love to hate? the_business_mac_millan_advanced_students_book_pg44-47_managing_conflict.pdf schedule

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> The Business Advanced C1 Unit 4.1 Management style 47 1 Lead in active edit_ol_qa pix/icons8-collaboration-100_white.png Answer the following questions. Which management style is more effective [authoritarian | democratic]? ✓ depends on context ✓ depends on professional experience and maturity of both the manager and their team members e.g. control freaks rely heavily on micromanagement in developing economies because they don't trust their staff to be responsible enough maturity = quality of thinking and behaving in a sensible, adult manner; state of being fully grown or developed What are the advantages of an authoritarian management style? ✓ faster ✓ better results autocratic = authoritarian, offensively self-assured or given to exercising usually unwarranted power What are the pros of a democratic management style? ✓ encourage better work environment & relationships among people ✓ involve staff in the decision-making process ✓ strive to achieve longer term goals ✓ fosters creativity & innovation to foster = to promote the growth of What recommendations can you make about management styles? ✓ train both leader & autocratic management styles ✓ be flexible but preserve your spine ✓ be responsible for decisions based on team feedback ✓ support & defend staff members performance spine = backbone; row of small bones that are connected together down the middle of the back 46 active textbook T / Cl What kind of manager is better at building team spirit? ✓ sports coach What sort of manager is likely to show more empathy? ✓ a parent pg 44 ex 1 discussion Lexical material: Management styles pg 44 ex 2 reading pg 44 ex 3 vocab ]]> 45 active textbook T / Cl When would you need to sugarcoat problems? ✓ in a crisis to avoid panic pg 44 ex 3 vocab Functional language: Describing profiles (Johari Window) ]]> 44 1 pix/icons8-collaboration-100_white.png Johari Window active deck_shuffled_lines_halign prep_deck_shuffled_lines_halign

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T / Cl Imagine a chart with a scale of 9 on both axes x means, as a manager, you believe people need to be threatened y means, as a manager, you believe people need satisfaction Where is 9:1? ✓ x axis far right ✓ y axis bottom Where would be a field marshal? ✓ 9:1 pg 44 ex 4 5 listening the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd01/the_business_advanced_audio_cd01_50.ogg the_business_advanced_audio_cd01_50.ogg pg 44 ex 6 discussion ]]> 42 1 Adapting management styles active edit_ol_qa pix/icons8-collaboration-100_white.png McGregor - Theory X and Theory Y Management

Hersey & Blanchard - Situational leadership

Blake & Mouton - Managerial chart

Robert & Dorothy Bolton - Conflict management chart

Kilmann - Conflict management chart

]]> How can you use the management charts to understand your manager better, or be a better manager yourself? ✓ interpret their management style → read between the lines (what is meant vs what is said) ✓ make feedback constructive → take criticism with a pinch of salt ✓ anticipate their expectations → mitigate or sugar-coat challenges if relevant ✓ voice your plans in-line with their strategies → explain your concern for production ✓ use language appropriate to the context → distinguish registers (incl. coherent lexical material and intonation) When is delegating / observing the wrong management style? 〆just a way to hide the manager's lack of competences, guidance and/or feedback = nobody knows about the details of your work better than you do What management style(s) do you need for a start up? ✓ produce or perish at the early stages ✓ telling / directing How should managers deal with trade union strikes? ✓ try a more accommodating style 〆making too many concessions to keep trade unions happy What management style(s) are best to mitigate a crisis? ✓ be an assertive driver 〆avoid produce or perish Have you ever had managers who were behaving in an extremely competitive manner? ✓ for some managers demonstrating their leadership could be just a lifestyle 〆rivalry among departments generates a conflictual atmosphere ≠ everyone should have a fair chance of winning → competitive environment should stimulate staff & be constructive When can you consider a conflict has been solved in a successful way? ✓ avoided compromising = when both parties lose ✓ manage collaborating = when both parties make a synergy 41 demeanour /,di'mi:nə:/ = way that sb looks or behaves phoney /ˈfəunɪ/ = (informal, disapproving) not real or true; false, and trying to deceive people brusque /'brəsk/ = using very few words and sounding rude to concede = sth (to sb) | ~ sb sth to admit that sth is true, logical, etc to bark out sth = to give orders, ask questions, etc. in a loud, unfriendly way to solicit sth (from sb) | ~ (sb) (for sth) = to ask sb for sth, such as support, money, or information; to try to get sth or persuade sb to do sth abrasive = rude and unkind; acting in a way that may hurt other people's feelings field marshal = officer holding the highest rank in the army rebel = person who takes part in an armed rebellion against the constituted authority street fighter = contestant who is very aggressive and willing to use underhand methods to sugarcoat = to cause to appear more pleasant or appealing to preserve = to keep a particular quality, feature, etc.; to make sure that sth is kept spine = backbone; row of small bones that are connected together down the middle of the back assertiveness = aggressive self-assurance; given to making bold assertions gee /'dʒi:/ = exclamation (especially AmE) a word that some people use to show that they are surprised, impressed or annoyed to belittle = to make sb or the things that sb does seem unimportant scapegoat = someone who is punished for the errors of others 40 for on printing You won't have any ~~zones for negotiating~~ room for manoeuvre ]]> expertise /,ekspə:'ti:z/ metaphor /ˈmetəfə/ 20230310 17:00-18:00 15:30-16:30 15:00-16:00 1.5 1666 2500 20230312 0 active CV feedback By the end of this session you will have studied CV - on-line version for collaborative editing https://docs.google.com/document/d/1dGkipD0VfKE4gnADHHuKKr3weciupLyiX7Eugob8T2Q/edit?usp=sharing Download onto your tablet or print the following pdf for our next lesson. The Business Advanced pg 44 ex 2 3 reading pg 45 Are you the manager that people love to hate? the_business_mac_millan_advanced_students_book_pg44-47_managing_conflict.pdf schedule

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 39 active textbook https://docs.google.com/document/d/1dGkipD0VfKE4gnADHHuKKr3weciupLyiX7Eugob8T2Q/edit?usp=sharing T / Cl Feedback ]]> 38 active textbook There will be 3 stages to the assessment: A business case, a leadership presentation, and a career interview. Each will last c.60 minutes and there will be 2 assessors present for each part. Business case: (44 pages) Objective is to assess commercial acumen and the Miele competencies No preparation is required for the business case, the business case will be on a fictional company to ensure objectivity in the assessment. You will be given 1 hour to assess, analyse and interpret the information provided. You will then have 20 minutes to present your proposal, following which there will be questions from the assessors. Leadership example: Objective - is to understand your leadership style, how you lead others and how you create the environment for a high performing organisation. For the leadership example, you will have 20 minutes to present, followed by questions from the assessors. Please pre-prepare your input based on the task below: Share an example of how you have led cultural change in your/an organisation – how did you approach the task, what was the impact on employees and the business? What did you learn? Career interview: Objective – to assess career to date, achievements and learning, validate aspiration and discuss personal development No presentation required. This will be an interview based on your career to date, aspirations and ambition, and your personal learning journey. ]]> 37 36 20230306 15:00-16:00 15:30-16:30 1.5 1666 2500 20230306 0 active Making staff feel safe By the end of this session you will have studied Agenda - to be confirmed 20230217+20+22 career interview 20230222+27+03 business case 20230303+06 business case + leadership style discussion 20230310+13 leadership style discussion 20230315 on-line assessment ✓ career interview ✓ business case ✓ leadership style discussion

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 20230303 1 Why good leaders make you feel safe? hw20230306 pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo]]> 35 1 Carrot or stick? active edit_ol_qa pix/icons8-collaboration-100_white.png Some people believe work in a nuclear power plant is more pleasant and less stressful than in a commercial company? Why? ✓ life-long employment ✓ less competitive environment → feel safe at work 〆creativity & initiative means taking risks life-long employment = promise by a company to an employee that they will have a job for their whole working life Which is the most efficient way of managing people: the carrot or the stick? Why? What does it depend on? ✓ threatening can be faster only in the short term ✓ motivation works better in the long term → depends on staff, corporate culture... How should management styles adapt to the subordinates professional experience & social maturity? ✓ many people don't want to be held responsible 〆could be punished by a society that is not ready to be wrong → coach younger staff members to understand your corporate culture Should a good leader be able to work in different industries because they are expected to manage people rather than be specialists? ✓ soft skills become more important than hard skills = coaching, motivating, grooming... soft skills = aka common skills or core skills, skills applicable to all professions, and include critical thinking, problem solving, public speaking, professional writing, teamwork, digital literacy, leadership, professional attitude, work ethic, career management and intercultural fluency hard skills = job-specific abilities or knowledge learned through education, hands-on experience, or training Should management styles embrace mentoring of new hires? ✓ managers are inspirational, may be a role model 〆peer review may be more effective → adequate induction is essential ✓ formal knowledge about the company ✓ understanding of the corporate culture mentoring to understand new hires needs & difficulties → mentors should also be trained! to embrace = (formal) to accept an idea, a proposal, a set of beliefs, etc; to include How often do leaders groom their successors? Is it important? 〆leaders may be afraid of future competition → depends on mutual trust ✓ genuine leaders are not afraid to be ousted because they put corporate success first to groom sb (for / as sth) = to prepare or train sb for an important job or position to oust = to force sb out of a job or position of power, especially in order to take their place Why should leaders make staff feel safe? ✓ motivated staff will work better in the long term ✓ more loyal staff can concentrate on performance and not be distracted by external difficulties How can good leaders actually make you feel safe? ✓ treat everyone equally ✓ support employee's initiatives ✓ understand what staff members can and can't do ✓ foster talent development ✓ assign interesting, challenging tasks = create a climate of trust → take risks too = shared responsibility maternity leave, paid vacation... to foster = to promote the growth of 34 20230303 1 Why good leaders make you feel safe? hw20230306 active edit_ol_qa pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo]]> why_good_leaders_make_you_feel_safe_simon_sinek-lmyzmtpvodo.mp4 Why was Captain Swenson recognised? [00:52] ✓ ran into live fire when caught in an ambush in Afghanistan ✓ rescued the wounded ✓ pulled out the dead = brave → reminiscent of a hero? to recognise = to express obligation, thanks, or gratitude for What is remarkable about what Captain Swenson did? [01:36] ✓ he kissed his wounded soldier who was being evacuated by helicopter → emotional intelligence? emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict What is the difference in making sacrifices in the army and in business? [02:06] ✓ in the army, they're willing to sacrifice themselves so that others may gain → leaders are rewarded with a medal ✓ in business, leaders give bonuses to people who are ready to sacrifice others so that leaders may gain = opposite action Do you know of - or believe that - soldiers are attracted by the ideology: having a vocation, giving a service to their country? Can employees in business be motivated in the same way? [02:30] 〆their environment doesn't define how they act ✓ they would sacrifice themselves for you (if you can create the right environment) → employees, like soldiers, may work harder if well motivated, or inspired → create the right environment vocation = type of work or way of life that you believe is especially suitable for you What is special about this environment? What are the 2 key ingredients? [03:01] ✓ trust ✓ cooperation ≠ words or instructions → empathy What is the circle of safety? [03:52] ✓ an area where the tribe of social animals collaborate together → feel safe ✓ protect against external danger = feeling of trust & cooperation How does the anecdote of the airport staff support the anti-thesis (i.e. situation in which you are not in the circle of safety)? [05:44] 〆if you don't follow the rules → lose your job = don't trust their leaders What makes a good parent? How does this relate to managers? [06:36] ✓ giving love ✓ ensuring education ✓ teaching discipline ✓ providing support to make great achievements ✓ giving opportunities to try and fail → be a role model? How often should a manager give opportunities to try and fail? → create sandbox environments How many leaders prepare their successors? 〆lack of talent management 〆little concern for knowledge management = self-protection in Russia What is lifetime employment policy? [07:19] ✓ don't lay off staff for performance issues (because you wouldn't lay off children either) → coach when there is an issue 〆staff must understand it's part of their responsibility too to be productive Would you sacrifice numbers to save people? [08:18] ✓ in practice, reduce operational costs before labour costs because recruiting is time consuming 〆some circumstances may justify massive lay-offs to avoid bankruptcy 〆some state companies often suffer from over-staffing over-staffing = when a business has more employees than actually needed to handle the workload What is the difference between head counts and heart counts? [09:25] ✓ don't lay off staff during hard times ✓ people who feel safe will collaborate better & spontaneously make compromises = better to all suffer a little than one should suffer a lot How different are some of the recognised leaders at the top and unofficial leaders at the bottom? [10:22] ✓ many leaders at the top feature only authority 〆they lack empathy 〆they are not trusted ✓ leaders at the bottom (usually) lack authority → feature consideration for others ✓ they are trusted = create a safe environment Why are some staff members ready to sacrifice themselves? [11:24] ✓ because that's what their managers would do for them = guarantee of a safe environment for all ≠ networking → don't make staff members feel like a cogwheel in the system, or just a pawn in a board game = being Russian doesn't mean adhering to authoritarian management styles to adhere = to behave according to a particular law, rule, set of instructions, etc 33 life-long employment = promise by a company to an employee that they will have a job for their whole working life soft skills = aka common skills or core skills, skills applicable to all professions, and include critical thinking, problem solving, public speaking, professional writing, teamwork, digital literacy, leadership, professional attitude, work ethic, career management and intercultural fluency hard skills = job-specific abilities or knowledge learned through education, hands-on experience, or training to groom = sb (for / as sth) to prepare or train sb for an important job or position to oust = to force sb out of a job or position of power, especially in order to take their place to embrace = (formal) to accept an idea, a proposal, a set of beliefs, etc; to include to sacrifice = to give up sth that is important or valuable to you in order to get or do sth that seems more important for yourself or for another person henpecked = man who people say is henpecked has a wife who is always telling him what to do, and is too weak to disagree with her to foster = to promote the growth of ambush = act of hiding and waiting for sb and then making a surprise attack on them reminiscent of = reminding you of sb/sth to recognise = to express obligation, thanks, or gratitude for emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict predisposition /'pri:dɪspə'zɪʃ(ə)n/ (to / towards sth) | ~ (to do sth) = condition that makes sb/sth likely to behave in a particular way or to suffer from a particular disease; предрасположение empathy with sb/sth | for sb/sth | between A and B = ability to understand another person's feelings, experience, etc to adhere = to behave according to a particular law, rule, set of instructions, etc 32 include my value into contribute tothis challenge You need to understand what ~~does~~ it ~~mean~~ means ~~From one side~~ On the one hand soft skills are increasingly important... to have the right ~~for~~ to make mistakes They feel some ~~angry~~ angriness | irritation I must follow rules ~~in other case~~ otherwise | or else I will be fired Lifetime employment policy means you ~~don't be~~ aren't laid off for performance issue In the real world sometimes you need to lay off people but before do doing it (OR doing so) you need to try... ]]> 20230303 15:30-16:30 15:00-16:00 1.5 1666 2500 20230303 0 active Breaking the glass ceiling By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. The Business Advanced

pg 16 ex 2 reading the_business_mac_millan_advanced_students_book_pg16-17_the_glass_ceiling.pdf

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> The Business C1 Unit 1 Personal development 31 1 hw20221025 The glass ceiling active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Answer the following questions. Can gender impede career development? ✓ probably yes, though mostly at C position levels ✓ possibly more in business than politics to impede = to be a hindrance or obstacle to What is a metaphor for professional discrimination? ✓ the glass ceiling glass ceiling = ceiling based on attitudinal or organizational bias in the work force that prevents minorities and women from advancing to leadership positions What leads to a glass ceiling? ✓ excessive gender gap gender gap = difference in opinions or attitudes between men and women concerning a variety of public and private issues, including political candidates, parties, or programmes What leads to emancipation & equal opportunities? ✓ positive discrimination by public services ✓ no censorship of feminism oriented content ✓ recognition of LGBT by the public opinion gender role = overt expression of attitudes that indicate to others the degree of your maleness or femaleness LGBT = lesbian, gay, bisexual, and transgender overt /oʊˈvɝːt/ = done or shown publicly or in an obvious way and not secret Are today's men still as inflexible & intolerant as 50 years ago? 〆many men still tend to put women on a pedestal 〆many men still pamper their spouse patriarchal = (of societies) being ruled by or having descent traced through the male line to pamper = (sometimes disapproving) to take care of sb very well and make them feel as comfortable as possible 30 1 pix/icons8-collaboration-100_white.png Johari Window (reminder) active deck_shuffled_lines_halign prep_deck_shuffled_lines_halign ]]>

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]]> 29 active textbook Until the 1980s men and women in the U.S. exhibited similar voting habits. Since then, however, women have been more likely than men to support the Democratic Party and liberal policies, particularly on issues such as equal employment opportunity, child care, and gun control. In contrast, in western Europe women historically have been more likely than men to support conservative political parties. source Britannica Concise Encyclopedia --> 1.6 Case study - The glass ceiling Lexical material: Equal opportunities, gender role, gender gap, glass ceiling pg 16 ex 1 2 discussion T / Cl What could 'overreaching authority' suggest about a woman in Spain? ✓ strong gender role in a patriarchal society pg 17 ex 3 listening the_business_mac_millan/the_business_advanced/the_business_mac_millan_advanced_audio_cd01/the_business_advanced_audio_cd01_12.ogg pg 17 ex 4 reading T / Cl Is Gemma writing more in American English or British English? to study [on | at] week ends ✓ on = American English ✓ at = British English pg 17 ex 5 discussion pg 17 ex 6 listening the_business_mac_millan/the_business_advanced/the_business_mac_millan_advanced_audio_cd01/the_business_advanced_audio_cd01_13.ogg pg 17 ex 7 discussion ]]> 28 3 Conclusion active edit_ol_qa pix/icons8-collaboration-100_white.png

]]> Look at Gemma's Johari profile: is she hiding much? ✓ big facade = perhaps she lacks self confidence → might not succeed in Sweden → stay in Spain but move to another company? Look at Gemma's Johari profile: is everything clear & obvious? ✓ big arena = she is determined to succeed → we all know she will make a career whatever happens → go to Sweden Look at Gemma's Johari profile: is she not aware of too many things? ✓ big blind spot = she doesn't realise she won't make a career, either in Spain or Sweden → her boss or husband should tell her she has reached a glass ceiling? What are Gemma's options? 1 stop work & have a baby ✓ improve marketing skills 〆don't attend an MBA course? = give up having a real career? 2 move to Sweden ✓ make a career 〆end up divorcing? (...) What would you recommend (based on her Johari profile)? ✓ give up SEVS (because won't be able to make a career there anyway) ✓ attend relevant training (Xabi makes 'good money' now = they can afford it) ✓ go job hunting in Spain in a multinational firm = more likely to find equal opportunities 27 20230303 1 Why good leaders make you feel safe? hw20230306 active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo]]> Why was Captain Swenson recognised? ✓ ran into live fire when caught in an ambush in Afghanistan ✓ rescued the wounded ✓ pulled out the dead = brave → reminiscent of a hero? to recognise = to express obligation, thanks, or gratitude for What is remarkable about what Captain Swenson did? ✓ he kissed his wounded soldier who was being evacuated by helicopter → emotional intelligence? emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict What is the difference in making sacrifices in the army and in business? ✓ in the army, they're willing to sacrifice themselves so that others may gain → leaders are rewarded with a medal ✓ in business, leaders give bonuses to people who are ready to sacrifice others so that leaders may gain = opposite action Do you know of - or believe that - soldiers are attracted by the ideology: having a vocation, giving a service to their country? 〆their environment doesn't define how they act ✓ they would sacrifice themselves for you (if you can create the right environment) What is special about this environment? What are the 2 key ingredients? ✓ trust ✓ cooperation ≠ words or instructions → empathy What is the circle of safety? ✓ an area where the tribe of social animals collaborate together → feel safe ✓ protect against external danger = feeling of trust & cooperation How does the anecdote of the airport staff support the anti-thesis (i.e. situation in which you are not in the circle of safety)? 〆if you don't follow the rules → lose your job = don't trust their leaders What makes a good parent? ✓ giving love ✓ ensuring education ✓ teaching discipline ✓ providing support to make great achievements ✓ giving opportunities to try and fail → be a role model? How many leaders prepare their successors? 〆lack of talent management 〆little concern for knowledge management = self-protection in Russia What is lifetime employment policy? ✓ don't lay off staff for performance issues (because you wouldn't lay off children either) → coach when there is an issue Would you sacrifice numbers to save people? ✓ in practice, reduce operational costs before labour costs because recruiting is time consuming What is the difference between head counts and heart counts? ✓ don't lay off staff during hard times ✓ people who feel safe will collaborate better & spontaneously make compromises = better to all suffer a little than one should suffer a lot How different are some of the recognised leaders at the top and unofficial leaders at the bottom? ✓ many leaders at the top feature only authority 〆they lack empathy 〆they are not trusted ✓ leaders at the bottom (usually) lack authority → feature consideration for others ✓ they are trusted = create a safe environment Why are some staff members ready to sacrifice themselves? ✓ because that's what their managers would do for them = guarantee of a safe environment for all ≠ networking 26 gender role = overt expression of attitudes that indicate to others the degree of your maleness or femaleness gender gap = difference in opinions or attitudes between men and women concerning a variety of public and private issues, including political candidates, parties, or programmes to impede = to be a hindrance or obstacle to glass ceiling = ceiling based on attitudinal or organizational bias in the work force that prevents minorities and women from advancing to leadership positions sticky floor = metaphor to point to a discriminatory employment pattern that keeps workers, mainly women, in the lower ranks of the job scale, with low mobility and invisible barriers to career advancement to overreach = to fail by trying to achieve more than is possible to reconcile /'rekən,sail/ = to make (one thing) compatible with (another); to find a way in which two situations or beliefs that are opposed to each other can agree and exist together to sing praises = to express your approval or admiration for sb/sth to hit below the belt = disregarding the rules (from the notion of an illegal low blow in boxing) self-starter = energetic person with unusual initiative to beg = request urgently or persistently irritable = getting annoyed easily; showing your anger patriarchal = (of societies) being ruled by or having descent traced through the male line to pamper = (sometimes disapproving) to take care of sb very well and make them feel as comfortable as possible overt /oʊˈvɝːt/ = done or shown publicly or in an obvious way and not secret LGBT = lesbian, gay, bisexual, and transgender 25 (less ) (fewer) women It's just a question of ~~the~~ time Some people ~~got to~~ follow | make a career due to the fact their parents wanted it ]]> reconcile /'rekən,sail/ 20230227 15:00-16:00 15:30-16:30 1.5 1666 2500 20230227 0 active Case study Calisto By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. The Business Intermediate 2.0 Case study Calisto pg 98 ex 2 reading Dylan rocks instrument maker the_business_2_0_intermediate_b1_student_s_book_pg98-99_case_study_calisto.pdf schedule

Agenda - to be confirmed 20230217+20+22 career interview 20230222+27+03 business case 20230303+06 leadership style discussion 〆6-week minimum for visa delivery (no 10-day fast track available any more) → meeting either in Schengen area or on-line

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 20230222 hw20230227 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories]]> Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. The Business 2.0 B1 24 active textbook tmp_pdf/the_business_2_0_intermediate_b1_student_s_book_pg98-99_case_study_calisto.pdf Estimating probabilities of competing with market leaders ✓ good value for money is always attractive Can share value of a company or sales increase thanks to the charisma of the CEO? ✓ Steve Jobs ✓ Elon Musk ✓ Richard Branson ✓ Bill Gates (?) (...) pg 98 ex 1 discussion T / Cl How can small companies (e.g. Calisto, Reysonido) compete with a dominant market leader (e.g. Dylan)? Do they just need a charismatic CEO? ✓ identify market niches ✓ be different ✓ take risks (...) pg 98 ex 2 reading T / Cl How will smaller companies survive? either ✓ focus on a particular niche or ✓ manage operational expenses and perhaps... ✓ make an alliance ✓ merge pg 99 ex 3 listening for gist the_business_mac_millan/the_business_intermediate_2_0/the_business_intermediate_2_0_audio_cd02/the_business_intermediate_2_0_u7_2.49.mp3 pg 99 ex 4 listening for details the_business_mac_millan/the_business_intermediate_2_0/the_business_intermediate_2_0_audio_cd02/the_business_intermediate_2_0_u7_2.49.mp3

pg 99 ex 5 discussion T / Cl Will you ruthlessly cut jobs as suggested in option 1? 〆Calisto has a long tradition in looking after its employees = only last option Is option 6 really an option? 〆selling off assets is not in accordance with a business spirit Is option 2 appealing? 〆shouldn't increase an already negative EBIT 〆option 2 is riskier than option 4 and with fewer advantages ✓ access to technology of Reysonido could be an advantage only if they're going to save jobs Is option 3 to cut prices 10% worth considering on the long term? 〆risky = circumstantial edge Is option 5 really reckless? 〆riskier than option 3 〆shouldn't increase an already negative EBIT How will you deal with redundancies if you choose option 4 (merger)? ✓ hope future growth will enable recruiting some staff back ✓ carry out fair assessment of doubling positions ✓ provide a good severance package Could a merger with IMM be the best option? ✓ lay-offs won't damage reputation of the company ✓ will beat both Reysonido & Dylan = sth you can trumpet about → best option ]]> 23 EBIT = earnings before interest & tax ruthless = having no pity or compassion; (disapproving) (of people or their behaviour) hard and cruel; determined to get what you want and not caring if you hurt other people slick = done in a very impressive way that seems to need very little effort; (sometimes disapproving) done or made in a way that is clever and efficient but often does not seem to be sincere or lacks important ideas meteoric = becoming very successful very quickly to trumpet = to talk about sth publicly in a proud or enthusiastic way 22 so as serious ~~like~~ as in Calisto Sometimes it's difficult to ~~split~~ distinguish charisma from slick marketing It will ~~follow~~ generate some ~~redundancy~~ redundancies It will ~~price~~ cost $3M ]]> 20230222 16:00-17:00 1.5 1666 2500 20230224 0 active Preparing for a job interview - Support stories By the end of this session you will have studied Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 3 20230220 Preparing for a job interview pix/icons8-collaboration-100_white.png hw20230222 3 Answering questions with the STAR approach. 20230220 hw20230222n2 pix/icons8-collaboration-100_white.png 21 active textbook Assessment meeting - mid March ✓ career interview ✓ business case ✓ leadership style discussion ]]> 20 3 20230220 Preparing for a job interview (2/2) hw20230222 Preparing for a job interview active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png hw20230220 Have you got any questions for us? sample questions: ✓ Do you provide extra training, MBA sponsorship, etc? instead of just a traditional induction programme... → close the gap due to relocation = you are interested in continuous training ✓ What career opportunities have you got in mind for me? ✓ Could you me tell me about the key drivers? direct sales? e-commerce? (incl. 3rd parties, collaboration w/ market places, e.g. Amazon) partner activation? → show you are ambitious → be smarter than the recruiter & ask them before they ask you What inspires you in a job? ✓ combination of technologies & practice of people skills ✓ achieving results = you feel like a hunter ✓ reaching objectives thanks to teamwork → show engineering / analytical skills as well abilities to communicate with people = potential for management Tell me about a failure. ✓ a solution was completely rejected ✓ lack of personal satisfaction (because exhausted & burnt out) after succeeding professionally at sth 1st international assignment 〆focused only on business 〆discarded family support → need to keep your energy levels ✓ choose an event that marked your career or left a memorable feeling (perhaps frustration, guilt, burnout...) → what lesson have you learnt? How do you measure success? ✓ use metrics, KPI, relevant benchmarking tools (e.g. completed tasks) ✓ compare metrics with personal feedback from managers → expect feedback not only when there are problems = praise is just as important as tangible feedback ✓ market share, engagement rate ✓ feedback from colleagues, consumers real success = how much you still want to make things change = when you don't burn out (unlike after most marathons)! → should keep you motivated ≠ not rest on your laurels to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours What can you do for us that someone else can't? ✓ manage all channels leadership, developer... sales ✓ engage team to multiply sales ✓ apply relevant sales services (first region to implement Power VI) 19 3 Answering questions with the STAR approach. hw20230222n2 active edit_ol_qa_writing edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Give me a specific example of a time at your company when you used good judgement and logic in solving a problem with a business solution. (S) Situation (T) Task (A) Action (R) Result (S) Situation In 2021 we had 2 accidents in the main factory that cost a million dollars and disrupted production. It was the first time we had a big explosion. Internal investigation identified the human factor as the cause. (Staff had changed technology but not procedures. They had failed to calculate the risk in the oxygen converter.) (T) Task Based on investigation results, we were tasked by the management council to provide a business solution dealing with risk management. (A) Action We suggested a series of actions to foster a risk culture in the company. It consisted firstly of general courses for managers. The following courses focused on mitigating risk with the supply chain, accounting, etc depending on staff's area of interest. (R) Result Our KPIs were to reach a zero fatality level as well as reduce the LTFR (Lost Time Injury Frequency Rate) from 1.5 to 0.5. LTFR = Lost Time Injury Frequency Rate → delegate tasks → manage expectations Describe a time when you experienced a stressful situation at work & dealt with it. (be careful not to answer with a chronological description!) (S) Situation (T) Task (A) Action (R) Result (S) Situation In the early days of the Covid pandemic, there were hardly no means of on-line communication beside Skype. Our objective was not to withhold on-going processes. Doing business on-line was a very stressful experience for staff who only knew how to provide a business service face to face. (T) Task We tested 6 solutions to provide our business services on-line. We had to identify the optimum solutions for both staff and clients. (A) Action We outsourced a customer-oriented software company who were able to create the most appropriate solutions tailored to our needs in close cooperation with us. (R) Result We ended up with a win-win solution. They now also sell this product to other companies and not only to us. What is your typical way of dealing with conflict? Give me an example how your environment has helped you to deal successfully with another person even when that individual may not have personally liked you (or vice versa). (S) Situation (T) Task (A) Action (R) Result (S) Situation Clients expect a single interlocutor when enquiring about business solutions, however we have currently 3 services ready to support their needs, and that can be confusing. (T) Task We need to put in place a CRM (customer relationship management) (A) Action One dept focuses on the production function. Another dept deals with all other functions. We have created an on-line CRM system so that it doesn't matter who is responsible for the solution, i.e. we have implemented a needs-oriented system. (R) Result Business needs and access to our existing offers are now available through a user-friendly interface. ✓ don't try to avoid conflict because can be productive ✓ created smaller groups for joint discussions → align positions in small groups → present as one solution 18 pix/icons8-dictionary-100_white.png 3 Vocabulary (buzzwords & key concepts) edit_match_qa shuffled_boxes03 edit_ol_qa_writing active Match areas of interest/categories with buzzwords and/or key concepts. → add your own keywords under each suggested answer Greatest & weakest points of your career ✓ thinking outside the box ✓ determination ✓ resting on your laurels (or not...) resilience ]]> Be aware of buzzwords and keywords for an interview: ✓ show you are aware of professional expectations ✓ give evidence you are familiar with continuous learning ✓ support your interest in current trends greatest & weakest points of your career ✓ thinking outside the box ✓ determination ✓ resilience ✓ resting on your laurels (or not...) cross functional collaboration ✓ collaborative editing (MS Teams) ✓ real-time communication and collaboration ✓ version control (github) ✓ peer review conflict resolution ✓ people skills ✓ conflict management ✓ win-win ✓ concessions leadership ✓ empowerment 〆micromanagement ✓ delegation ✓ corporate culture mentoring ✓ on-boarding ✓ accelerating personal and professional development of mentees ✓ guidance, advice, feedback upstream & downstream feedback upstream feedback = employee → manager 〆too often crave only for good news → be wary of absent criticism downstream feedback = manager → employee 〆too often negative ✓ should leverage strengths → don't neglect praise 17 pix/icons8-collaboration-100_white.png 4 Identifying single answers for many questions edit_match_qa edit_ol_qa_writing active The same areas of interests may be addressed with different questions. Match the following categories / areas of interests with example questions. → add any other questions which could paraphrase the meaning & lead to the same answer Greatest & weakest points of your career Give me an example of a time when you set a goal and were able to meet or achieve it. What is your biggest achievement? ]]> greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Tell me about a time when you missed an obvious solution to a problem. Describe a time when you anticipated potential problems and developed preventive measures. cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. 16 20230222 hw20230227 pix/icons8-hand-with-pen-100_white.png 5 Identifying support stories (optional homework) prep_ol_qa_writing edit_ol_qa_writing prep_ol_qa_writing active Variety of leadership principle questions and answers Do not use the same story more than twice. Prepare 2-3 stories per each of the LPs. If you do use the same story, point it out explicitly. In that case, they, most probably, will ask you to provide another story. In the end, all interviewers will share what they've got with each other and if it appears that you've got just 1-3 interesting stories, then they may think that you haven't experienced enough yet. Give 2-3 examples for the following categories/areas of interest. Explaining how you behave should be supported by personal and memorable stories. → make sure these examples illustrate some key concepts described above. Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? (...) ✓ Key concepts: → taking things with a pinch of salt (distancing) → lesson learnt (resilience) ✓ Support stories: → disappointing performance review by a superior in spite of your hard work → misunderstanding of a given task ]]> Greatest & weakest points of your career What is your biggest achievement? Give me a specific example of a time when you used good judgement and logic in solving a problem. Give me an example of a time when you set a goal and were able to meet or achieve it. Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. Describe a time when you set your sights too high (or too low). Give me an example of a time when you tried to accomplish something and failed. Give me an example of a time when you motivated others. Give me an example of a time when you used your fact-finding skills to solve a problem. Tell me about a time when you missed an obvious solution to a problem. Describe a time when you anticipated potential problems and developed preventive measures. ✓ Key concepts: ✓ Support stories: ]]> Cross functional collaboration What would your previous boss & colleagues say about you? How do you build team spirit? Give me an example of a time when you motivated others. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Would you like to make a long-lasting impact or be appreciated? Give me a specific example of a time when you had to conform to a policy with which you did not agree. Please discuss an important written document you were required to complete. ✓ Key concepts: ✓ Support stories: ]]> Conflict resolution Have you ever had to deal with negative upstream and/or downstream feedback? What is your typical way of dealing with conflict? Give me an example. Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Describe a time when you were faced with a stressful situation that demonstrated your coping skills. Give me a specific example of a time when you had to conform to a policy with which you did not agree. Tell me about a time when you had too many things to do and you were required to prioritize your tasks. Give me an example of a time when you had to make a split second decision. Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). Tell me about a difficult decision you've made in the last year. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Leadership Give me an example of when you showed initiative and took the lead. Give me an example of a time when you had to make a split second decision. Give me an example of a time when you motivated others. Tell me about a time when you delegated a project effectively. What is your biggest achievement as a leader? Where do you see yourself in 5 years? Would you like to make a long-lasting impact or be appreciated? How do you build team spirit? Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Tell me about a time when you had to use your presentation skills to influence someone's opinion. Describe a time when you anticipated potential problems and developed preventive measures. Tell me about a time when you were forced to make an unpopular decision. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Mentoring Where do you see yourself in 5 years? How do you mentor junior team members? How do you build team spirit? Give me an example of a time when you motivated others. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> Upstream & downstream feedback Have you ever had to deal with negative upstream and/or downstream feedback? What would your previous boss & colleagues say about you? Would you like to make a long-lasting impact or be appreciated? Tell me about a time when you delegated a project effectively. Please tell me about a time you had to fire a friend. ✓ Key concepts: ✓ Support stories: ]]> 15 concession = something that is allowed or given up, often in order to end a disagreement, or the act of allowing or giving this wary = not completely trusting or certain about something or someone 14 for ~~the~~ feedback It looks like a | as though it was a normal situation At this time it was already ~~grew~~ growing very fast I clearly will not ~~survive~~ be able to manage expectations Generally, all of us, we are doing ~~the~~ business ]]> 20230220 15:00-16:00 1.5 1666 2500 20230220 0 active Preparing for a job interview By the end of this session you will have studied Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 3 20230217 Preparing for a job interview pix/icons8-collaboration-100_white.png hw20230220 13 active textbook Assessment meeting - mid March ✓ career interview ✓ business case ✓ leadership style discussion ]]> 12 active stopwatch_by_dwyl 11 3 20230217 Preparing for a job interview Preparing for a job interview active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png hw20230220 What topics do you think questions during a job interview will cover? → name at least 6 categories ✓ your professional experience ✓ your education ✓ your personal qualities ✓ your successes ✓ your mistakes ✓ your team playing skills ✓ your leadership experience ✓ your aspirations ✓ sales efficiency & excellence ✓ strategic thinking ✓ digital transformation ✓ presence & share in e-commerce ✓ your team playing skills ✓ your leadership experience (...) What do you most like to do in your free time? ✓ some team sport(s) → prove you can be a team player ✓ individual sport(s) → evidence your competitiveness ✓ some hobbies → show your ability to socialise ✓ board member of a running association → prove you can have a good work life balance → prove you can be a team player → evidence your competitiveness Why do you want to change jobs? 〆The job doesn't meet my expectations. 〆It is the consequence of an acquisition... ✓ had started applying for international assignments well before the current economic outlook = mature, well planned decision taken already years ago ✓ be positive → explain why it is your choice = you shouldn't be forced into that situation Why have you chosen this company and not a competitor? ✓ The job description matches my skills & interests. ✓ The firm enjoys a good reputation. ✓ I could get a chance to specialise in [field]. ✓ I expect to have [better remunerated | more varied | more challenging] career opportunities. ✓ strong corporate policy focusing on long-term results more than [vague guidelines in previous companies] ✓ people-oriented company → provide quantitative data about the company e.g. was ranked number one, has been awarded... What is your greatest achievement? ✓ succeeded in building the most committed team ✓ increased both sales and profit although these are not always linked ✓ should be unique, memorable → sth you are proud of How can you add value to the team? Why should we take you? ✓ thinking outside the box ✓ team player ✓ leadership skills ✓ know how to motivate & engage team ✓ exhaustive understanding of internal company policies ✓ unique combination of direct sales, digital transformation & strategic thinking ✓ your USP ✓ you are unique because your set of skills spans... to span = to include a large area or a lot of things USP = unique selling point How did you deal with a conflict in your team? ✓ conflicts are normal & necessary ✓ explain steps taken ✓ don't forget to describe what you've learnt Give me an example of a time when you did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation? ✓ satisfy a market of high prices & high discounts → win the market first → explain decisions on the long-term & why it is profitable only then 〆the Russian market is moving away from a demonstrative behaviour (e.g. demand for flashy goods such as the Porsche Cayenne) ✓ explain the situation ✓ don't forget to describe what you've learnt Can you think of any reason why we shouldn't select you? ✓ professional maturity 〆status recognition 〆authority rival ✓ lack of local market & clients → need time to adapt → show what you are doing to hit the ground running → show what actions you're taking to avoid this from happening to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner 10 3 20230220 Preparing for a job interview (2/2) hw20230222 Preparing for a job interview active prep_ol_qa edit_ol_qa pix/icons8-collaboration-100_white.png hw20230220 Have you got any questions for us? sample questions: ✓ Do you provide extra training, MBA sponsorship, etc? = you are interested in continuous training ✓ What career opportunities have you got in mind for me? → show you are ambitious → be smarter than the recruiter & ask them before they ask you What inspires you in a job? ✓ combination of technologies & practice of people skills → show engineering / analytical skills as well abilities to communicate with people = potential for management Tell me about a failure. ✓ choose an event that marked your career or left a memorable feeling (perhaps frustration, guilt, burnout...) ✓ a solution was completely rejected ✓ lack of personal satisfaction (because exhausted & burnt out) after succeeding professionally at sth How do you measure success? ✓ use metrics, KPI, relevant benchmarking tools (e.g. completed tasks) ✓ compare metrics with personal feedback from managers → expect feedback not only when there are problems = praise is just as important as tangible feedback real success = how much you still want to make things change → should keep you motivated ≠ not rest on your laurels to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours What can you do for us that someone else can't? 9 3 Answering questions with the STAR approach. 20230220 hw20230222n2 active prep_ol_qa edit_ol_qa_writing edit_ol_qa pix/icons8-collaboration-100_white.png Give me a specific example of a time at your company when you used good judgement and logic in solving a problem with a business solution. (S) Situation (T) Task (A) Action (R) Result (S) Situation In 2021 we had 2 accidents in the main factory that cost a million dollars and disrupted production. It was the first time we had a big explosion. Internal investigation identified the human factor as the cause. (Staff had changed technology but not procedures. They had failed to calculate the risk in the oxygen converter.) (T) Task Based on investigation results, we were tasked by the management council to provide a business solution dealing with risk management. (A) Action We suggested a series of actions to foster a risk culture in the company. It consisted firstly of general courses for managers. The following courses focused on mitigating risk with the supply chain, accounting, etc depending on staff's area of interest. (R) Result Our KPIs were to reach a zero fatality level as well as reduce the LTFR (Lost Time Injury Frequency Rate) from 1.5 to 0.5. LTFR = Lost Time Injury Frequency Rate Describe a time when you experienced a stressful situation at work & dealt with it. (be careful not to answer with a chronological description!) (S) Situation (T) Task (A) Action (R) Result (S) Situation In the early days of the Covid pandemic, there were hardly no means of on-line communication beside Skype. Our objective was not to withhold on-going processes. Doing business on-line was a very stressful experience for staff who only knew how to provide a business service face to face. (T) Task We tested 6 solutions to provide our business services on-line. We had to identify the optimum solutions for both staff and clients. (A) Action We outsourced a customer-oriented software company who were able to create the most appropriate solutions tailored to our needs in close cooperation with us. (R) Result We ended up with a win-win solution. They now also sell this product to other companies and not only to us. What is your typical way of dealing with conflict? Give me an example how your environment has helped you to deal successfully with another person even when that individual may not have personally liked you (or vice versa). (S) Situation (T) Task (A) Action (R) Result (S) Situation Clients expect a single interlocutor when enquiring about business solutions, however we have currently 3 services ready to support their needs, and that can be confusing. (T) Task We need to put in place a CRM (customer relationship management) (A) Action One dept focuses on the production function. Another dept deals with all other functions. We have created an on-line CRM system so that it doesn't matter who is responsible for the solution, i.e. we have implemented a needs-oriented system. (R) Result Business needs and access to our existing offers are now available through a user-friendly interface. 8 vague = not having or giving enough information or details about sth exhaustive = complete, full, thorough USP = unique selling point to span = to include a large area or a lot of things flashy = attracting attention by being bright, expensive, large, etc to hit the ground running = to begin an activity immediately and with full commitment. Employers these days look for candidates that can hit the ground running, so that they spend less on training maturity = quality of thinking and behaving in a sensible, adult manner trustee = member of a group of people that controls the financial affairs of a charity or other organization 7 (conducted) by on-line How they do (carry out | undertake) every ~~jobs~~ job You want to build brand ~~love~~ loyalty | addiction We focus ~~about~~ on people with disabilities For one ~~reason~~ thing I think I have collected enough experience I'm have been with Miele more than 5 years It had 2 consecutive years of flat sales ~~How~~ As we say in sales, our USPs are... They will conflict with each other Maybe give him a bonus ~~him~~ ]]> excellence /'eksələns/ 20230217 15:30-16:30 15:00-16:00 1.5 1666 2500 20230217 0 active Introduction to job interviews By the end of this session you will have studied Contents subject to changes Targeting your CV (chronological, functional vs skills) CV review in googledocs for LinkedIn Writing a covering letter Building a successful social media profile Drafting your self introduction ('headline' section in LinkedIn) - CV update Brainstorming keywords for a social media profile Writing a LinkedIn profile Preparing for an experience interview Anticipating CV-based questions of head hunters Job interview (preliminary screening) Describing education, strengths & weaknesses Experience interview, current achievements Speaking strategies STAR method Minto Pyramid Kinds of interviews - Answering difficult questions Identifying support stories Drilling support stories Identifying single answers for many questions Behavioural questions Case / stress interview

Zoom meeting details S.Kabanov - Duncan Potter's Zoom Meeting Meeting ID: 719 7908 9976 Passcode: Jg9s29 https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1 ]]> 6 1 Language & communication needs assessment active edit_ol_qa pix/icons8-collaboration-100_white.png What position(s) are you applying for? In which industry(ies)? sales director ✓ domestic appliances ✓ all channels ✓ FCMG ✓ fintech (...) FMCG | CPG = fast-moving consumer goods, also known as consumer packaged goods (CPG), products sold quickly and at a relatively low cost fintech = portmanteau of "financial technology", refers to firms using new technology to compete with traditional financial methods in the delivery of financial services. Artificial intelligence, blockchain, cloud computing, and big data are regarded as the "ABCD" of fintech. What company(ies) will you approach? ✓ multinationals ✓ joint-ventures ✓ SME to approach = to speak to sb about sth, especially to ask them for sth or to offer to do sth SME = small and medium-sized enterprises Have you envisaged relocation? Under what conditions? ✓ London ✓ depends on relocation package ✓ fringe benefits to envisage = to imagine what will happen in the future fringe benefits = extra things that an employer gives you as well as your wages Have you already undertaken any steps to contact potential employers? ✓ personal request for internal promotion ✓ employee file forwarded by local personnel officer ✓ relocation ✓ interview deadlines ✓ preliminary screening to undertake = to make yourself responsible for sth and start doing it What body of knowledge/evidence have you got to support your application(s)? ✓ CV ✓ LinkedIn profile ✓ references body of sth = large amount or mass of something, especially something that has been collected, e.g. body of knowledge/evidence/opinion reference = letter written by sb who knows you, giving information about your character and abilities, especially to a new employer 5 2 Debriefing questions Describing strengths & weaknesses edit_ol_qa active Answer the following questions. What are your strengths? ✓ building & leading a team ✓ undertaking ambitious tasks ✓ having a strategic vision e.g. engagement rate 89% in Russia ✓ being results oriented e.g. combining strategy & team How well are you able to collaborate with the marketing dept? ✓ responsible for the marketing dept in Russia for 11 months What is your most recent success story? ✓ greater consumer demand during covid → 'Change the game' strategy 〆disrupted supply chain 〆lack of semi-conductors → focused on available products 19 M euros How can you make use of your Russian experience & implement it in the UK market? 〆similar limited penetration of the local market → build brand awareness What could be your weakest points? 〆sales accidents = also sales drivers of your successes 〆transitional period for adapting to new market needs ✓ (but!) 15 yo experience in the pharmaceutical industry before joining Miele ✓ was able to take advantage of a newcomer's fresh view then → perhaps will be able to leverage distance to identify new opportunities to leverage = to influence people and get the results you want What differences in leadership will you encounter? ✓ already many years experience in British companies e.g. 5 yrs in Astra Zeneca → close leadership styles ✓ democratic ✓ consensus-oriented What constructive feedback would your peers share about you? ✓ good team work 〆might be a little too pushy ✓ give an example ✓ avoid confrontation because you should be a team player e.g. I should pay more attention to what exactly people say What would be the hardest part of coming to this company? ✓ work-life balance → relocation of your family 〆clients 〆local market → collect new impressions 〆coping with stressful deadlines 〆having regular performance appraisal during the probation period 〆lacking proper induction What is the pool of competing candidates? ✓ explain how you would be able to adapt better, faster... 4 active stopwatch_by_dwyl 3 3 20230217 Preparing for a job interview Preparing for a job interview active prep_ol_qa pix/icons8-collaboration-100_white.png hw20230220 What topics do you think questions during a job interview will cover? → name at least 6 categories ✓ your professional experience ✓ your education ✓ your personal qualities ✓ your successes ✓ your mistakes ✓ your team playing skills ✓ your leadership experience ✓ your aspirations ✓ sales efficiency & excellence ✓ strategic thinking ✓ digital transformation ✓ presence & share in e-commerce ✓ your team playing skills ✓ your leadership experience (...) What do you most like to do in your free time? ✓ some team sport(s) → prove you can be a team player ✓ individual sport(s) → evidence your competitiveness ✓ some hobbies → show your ability to socialise ✓ board member of a running association → prove you can have a good work life balance → prove you can be a team player → evidence your competitiveness Why do you want to change jobs? 〆The job doesn't meet my expectations. 〆It is the consequence of an acquisition... ✓ had started applying for international assignments well before the current economic outlook = mature, well planned decision taken already years ago ✓ be positive → explain why it is your choice = you shouldn't be forced into that situation Why have you chosen this company and not a competitor? ✓ The job description matches my skills & interests. ✓ The firm enjoys a good reputation. ✓ I could get a chance to specialise in [field]. ✓ I expect to have [better remunerated | more varied | more challenging] career opportunities. ✓ strong corporate policy focusing on long-term results more than [vague guidelines in previous companies] ✓ people-oriented company → provide quantitative data about the company e.g. was ranked number one, has been awarded... What is your greatest achievement? ✓ succeeded in building the most committed team ✓ increased both sales and profit although these are not always linked ✓ should be unique, memorable → sth you are proud of How can you add value to the team? Why should we take you? ✓ thinking outside the box ✓ team player ✓ leadership skills ✓ know how to motivate & engage team ✓ exhaustive understanding of internal company policies ✓ unique combination of direct sales, digital transformation & strategic thinking ✓ your USP ✓ you are unique because your set of skills spans... to span = to include a large area or a lot of things USP = unique selling point How did you deal with a conflict in your team? ✓ conflicts are normal & necessary ✓ explain steps taken ✓ don't forget to describe what you've learnt Give me an example of a time when you did not meet a client’s expectation. What happened, and how did you attempt to rectify the situation? ✓ satisfy a market of high prices & high discounts → win the market first → explain decisions on the long-term & why it is profitable only then 〆the Russian market is moving away from a demonstrative behaviour (e.g. demand for flashy goods such as the Porsche Cayenne) ✓ explain the situation ✓ don't forget to describe what you've learnt Can you think of any reason why we shouldn't select you? ✓ professional maturity 〆status recognition 〆authority rival ✓ lack of local market & clients → need time to adapt → show what you are doing to hit the ground running → show what actions you're taking to avoid this from happening to hit the ground running = to begin an activity immediately and with full commitment maturity = quality of thinking and behaving in a sensible, adult manner 2 FMCG | CPG = fast-moving consumer goods, also known as consumer packaged goods (CPG), products sold quickly and at a relatively low cost fintech = portmanteau of "financial technology", refers to firms using new technology to compete with traditional financial methods in the delivery of financial services. Artificial intelligence, blockchain, cloud computing, and big data are regarded as the "ABCD" of fintech. to approach = to speak to sb about sth, especially to ask them for sth or to offer to do sth SME = small and medium-sized enterprises to envisage = to imagine what will happen in the future fringe benefits = extra things that an employer gives you as well as your wages to undertake = to make yourself responsible for sth and start doing it body of sth = large amount or mass of something, especially something that has been collected, e.g. body of knowledge/evidence/opinion reference = letter written by sb who knows you, giving information about your character and abilities, especially to a new employer to leverage = to influence people and get the results you want maturity = quality of thinking and behaving in a sensible, adult manner to rest on one's laurels = to be satisfied with the success you have already won; stop trying to win new honours to spill the beans = to tell people secret information 1 any some solution The past few | The last few ~~Last~~ years ~~breaked~~ broke down (OR have ruined) everything ~~From other side~~ On the other hand it's true that Russia is very advanced in e-commerce We need more ~~advises~~ pieces of advice I have a ~~consultive~~ consensus oriented leadership (style) My CV was ~~applied~~ forwarded by the regional HR, not me In the beginning of ~~the~~ March ]]> expertise /,ekspə:'ti:z/ virgin /'və:dʒən/ assume /ə'su:m/ e-commerce /'i'kɔmə:s/