Successful Writing and Speaking: The Communication Collection (9 Books)

Table of contents

1. Cover Page
2. Title Page
3. Contents
4. HBR’s 10 Must Reads on Communication
   1. Title Page
   2. Copyright
   3. Contents
   4. Change the Way You Persuade
   5. Harnessing the Science of Persuasion
   6. The Power of Talk
   7. The Necessary Art of Persuasion
   8. Is Silence Killing Your Company?
   9. How to Become an Authentic Speaker
   10. Telling Tales
   11. How to Pitch a Brilliant Idea
   12. The Five Messages Leaders Must Manage
   13. Taking the Stress Out of Stressful Conversations
   14. About the Contributors
   15. Index
   16. Back Cover
5. HBR Guide to Persuasive Presentations
   1. Harvard Business Review Guides
   2. Title Page
   3. Copyright
   4. What You'll Learn
   5. Contents
   6. Introduction
   7. Section 1: Audience
      1. Understand the Audience's Power
      2. Segment the Audience
      3. Present Clearly and Concisely to Senior Executives
      4. Get to Know Your Audience
      5. Define How You'll Change the Audience
      6. Find Common Ground
   8. Section 2: Message
      1. Define Your Big Idea
      2. Generate Content to Support the Big Idea
      3. Anticipate Resistance
      4. Amplify Your Message Through Contrast
      5. Build an Effective Call to Action
      6. Choose Your Best Ideas
      7. Organize Your Thoughts
      8. Balance Analytical and Emotional Appeal
      9. Lose the Jargon
      10. Craft Sound Bites
   9. Section 3: Story
      1. Apply Storytelling Principles
      2. Create a Solid Structure
      3. Craft the Beginning
      4. Develop the Middle
      5. Make the Ending Powerful
      6. Add Emotional Texture
      7. Use Metaphors as Your Glue
      8. Create Something They'll Always Remember
   10. Section 4: Media
       1. Choose the Right Vehicle for Your Message
       2. Make the Most of Slide Software
       3. Determine the Right Length for Your Presentation
       4. Persuade Beyond the Stage
       5. Share the Stage
   11. Section 5: Slides
       1. Think Like a Designer
       2. Create Slides People Can "Get" in Three Seconds
       3. Choose the Right Type of Slide
       4. Storyboard One Idea per Slide
       5. Avoid Visual Clichés
       6. Arrange Slide Elements with Care
       7. Clarify the Data
       8. Turn Words into Diagrams
       9. Use the Right Number of Slides
       10. Know When to Animate
   12. Section 6: Delivery
       1. Rehearse Your Material Well
       2. Know the Venue and Schedule
       3. Anticipate Technology Glitches
       4. Manage Your Stage Fright
       5. Set the Right Tone for Your Talk
       6. Be Yourself
       7. Communicate with Your Body
       8. Communicate with Your Voice
       9. Make Your Stories Come to Life
       10. Work Effectively with Your Interpreter
       11. Get the Most out of Your Q&A
       12. Build Trust with a Remote Audience
       13. Keep Remote Listeners Interested
       14. Keep Your Remote Presentation Running Smoothly
   13. Section 7: Impact
       1. Build Relationships Through Social Media
       2. Spread Your Ideas with Social Media
       3. Gauge Whether You've Connected with People
       4. Follow Up After Your Talk
   14. Index
   15. About the Author
6. HBR Guide to Better Business Writing
   1. Harvard Business Review Guides
   2. Other Books by Bryan A. Garner
   3. Title Page
   4. Copyright
   5. Dedication
   6. What You'll Learn
   7. Table of Contents
   8. Introduction: Why you need to write well
   9. Section 1: Delivering the Goods Quickly and Clearly
      1. 1. Know why you're writing
      2. 2. Understand your readers
      3. 3. Divide the writing process into four separate tasks
      4. 4. Before writing in earnest, jot down your three main points--in complete sentences
      5. 5. Write in full--rapidly
      6. 6. Improve what you've written
      7. 7. Use graphics to illustrate and clarify
   10. Section 2: Developing Your Skills
       1. 8. Be relentlessly clear
       2. 9. Learn to summarize--accurately
       3. 10. Waste no words
       4. 11. Be plain-spoken: Avoid bizspeak
       5. 12. Use chronology when giving a factual account
       6. 13. Be a stickler for continuity
       7. 14. Learn the basics of correct grammar
       8. 15. Get feedback on your drafts from colleagues
   11. Section 3: Avoiding the Quirks That Turn Readers Off
       1. 16. Don't anesthetize your readers
       2. 17. Watch your tone
   12. Section 4: Common Forms of Business Writing
       1. 18. E-mails
       2. 19. Business Letters
       3. 20. Memos and Reports
       4. 21. Performance Appraisals
   13. Appendixes
       1. A. A Checklist for the Four Stages of Writing
       2. B. A Dozen Grammatical Rules You Absolutely Need to Know
       3. C. A Dozen Punctuation Rules You Absolutely Need to Know
       4. D. Common Usage Gaffes
       5. E. Some Dos and Don'ts of Business-Writing Etiquette
       6. F. A Primer of Good Usage
   14. Desk References
   15. Index
   16. Acknowledgments
   17. About the Author
   18. More Books from Harvard Business Review
7. HBR Guide to Negotiating
   1. Series Page
   2. Title Page
   3. HBR Press Quantity Sales Discounts
   4. Copyright
   5. What You’ll Learn
   6. Contents
   7. Introduction: Negotiation is about creativity, not compromise.
      1. 1. The Seven Elements Tool: Carefully define your measure of success.
   8. Section 1: Before You Get in the Room: The best negotiator is the most prepared one
      1. 2. Question Your Assumptions About the Negotiation: Develop new, more empowering expectations.
      2. 3. Prepare the Substance: Understand interests, brainstorm options, research standards, and consider alternatives.
      3. 4. Prepare the Process: Plan how you will work and communicate with the other party.
      4. 5. Connect in Advance: Agree on the process and who’s involved.
   9. Section 2: In the Room: Power comes from negotiating with discipline
      1. 6. Begin the Negotiation: Establish how you’ll work together.
      2. 7. Create and Refine Your Options: Make the most of your time together.
      3. 8. Select the Right Outcome: Narrow in on a workable solution and commit with care.
      4. 9. Continuously Adapt Your Approach: Be prepared to change course.
   10. Section 3: The Common Challenges: Tools and techniques you can use in specific situations
       1. 10. Align Multiple Parties: Avoid inefficiency and chaos.
       2. 11. Tame the Hard Bargainer: Shift the conversation.
       3. 12. When Communication Breaks Down: Build understanding.
       4. 13. When Emotions Get in the Way: Go from boiling to cool.
   11. Section 4: Postgame: Careful review drives learning and improvement
       1. 14. Wrap Up the Negotiation: Know when you’re done, and communicate the final decisions.
       2. 15. Review What Happened: Use “lessons learned” today for improvement tomorrow.
   12. Learn More
   13. Index
   14. About the Author
   15. Back Cover
8. Giving Effective Feedback (HBR 20-Minute Manager Series)
   1. Series Page
   2. Title Page
   3. HBR Press Quantity Sales Discountsss
   4. Copyright Page
   5. Preview
   6. Contents
   7. Why Feedback Matters
      1. What makes feedback effective?
      2. Overcome your fear of giving feedback
   8. Choosing When to Give Feedback
      1. Identify the right situations
      2. Time the feedback
   9. Conducting a Feedback Discussion
      1. Plan the interaction
      2. Initiate the exchange
      3. Engage in dialogue
   10. Developing an Action Plan
       1. Specify next steps
       2. Follow up
       3. Assess yourself
   11. Handling Difficult Feedback Situations
       1. Dealing with noncommunicators
       2. Managing potentially volatile encounters
       3. Giving feedback to high performers
       4. Giving corrective feedback to your boss
   12. Creating a Receptive Climate for Feedback
       1. Make feedback a priority
       2. Give positive feedback publicly
       3. Empower everyone
   13. Learn More
   14. Sources
   15. Index
   16. Back Cover
9. Running Meetings (HBR 20-Minute Manager Series)
   1. Title Page
   2. Copyright
   3. Contents
   4. Running Effective Meetings
   5. Preparing for Your Meeting
      1. Why are you meeting?
      2. Setting an agenda
      3. Identifying the right participants
      4. Making the invitation
      5. Finishing your preparations
      6. Do you really need a meeting?
      7. Meeting preparation checklist
   6. Leading Your Meeting
      1. Starting the meeting
      2. Executing the agenda
      3. Closing the meeting
   7. The Day After: Making Your Meeting Stick
      1. The follow-up note
      2. How did you do?
      3. Meeting follow-up checklist
   8. Running Specific Types of Meetings
      1. Solving a problem
      2. Making a decision
      3. Virtual meetings
   9. When Good Meetings Go Bad, andHow to Fix Them
      1. What to do if
   10. Learn More
   11. Sources
   12. Index
   13. Back Cover
10. How to Run a Meeting (Harvard Business Review Classics)
    1. Title Page
    2. Copyright Page
    3. The Harvard Business Review Classics Series
    4. How to Run a Meeting
       1. Functions of a Meeting
       2. What Sort of Meeting?
       3. Before the Meeting
       4. The Chairman’s Job
       5. Conducting the Meeting
    5. About the Author
    6. Also by this Author
11. Failure to Communicate
    1. Title Page
    2. Copyright Page
    3. Table of Contents
    4. CHAPTER 1 - Introduction
       1. Anatomy of a confrontation: Defining hard talks
       2. Transforming hard talks
       3. The landscape of hard talks
       4. The origins of Failure to Communicate
       5. Bringing balance and skill to bear
       6. Remember:
    5. CHAPTER 2 - Anatomy of Hard Talks
       1. Three basic traits of hard talks
       2. Three familiar, but misguided, slants on handling hard talks
       3. Remember:
    6. CHAPTER 3 - What’s Wrong with What We Do
       1. What they do
       2. What we do
       3. It takes two
       4. Remember:
    7. CHAPTER 4 - Rethinking What We Do
       1. Self-respect: Your own good balance
       2. Respect for your counterpart
       3. Respect for the conversation itself
       4. Balance within: The emotion problem
       5. Balance between the two sides
       6. Moving through the conversational landscape
       7. Opening new possibilities
       8. Remember:
    8. CHAPTER 5 - Acting Unilaterally
       1. The Red Team and the Green Team
       2. Putting unilateral change to work
       3. Change within: Handling emotions unilaterally
       4. Change between: Seeing our counterparts’ perspective
       5. Change in the landscape of the conversation
       6. New thinking over old stumbling blocks
       7. Remember:
    9. CHAPTER 6 - Conversational Warfare and the Combat Mentality
       1. Combat rules of the war zone
       2. Power: One-down, one-up, and both sides
       3. Combat rules in conflict: Might or right?
       4. Lifting the fog of war
       5. Remember:
    10. CHAPTER 7 - Out of Combat
        1. What happened here?
        2. Strategic thinking
        3. Strategic balance
        4. Three-way respect
        5. Giving up the combat model
        6. Remember:
    11. CHAPTER 8 - Caught Up in Emotions
        1. The college campaign meeting contretemps
        2. What happened here?
        3. Remember:
    12. CHAPTER 9 - Out of Emotion’s Grip
        1. First tactic: Find middle ground
        2. Second tactic: Immunize against thwarting ploys
        3. Third tactic: Change tack
        4. Fourth tactic: Recover from blunders and fouls
        5. Coming together
        6. Remember:
    13. CHAPTER 10 - Working Blind in the “Breakdown Gap”
        1. How does it happen?
        2. Oversimplification and the delusion of good intentions
        3. Justices Burger and Blackmun: A high-level breakdown
        4. The slippery slope of misconceptions
        5. Remember:
    14. CHAPTER 11 - Out of the Breakdown Gap
        1. What’s happening here?
        2. The end-of-fiscal-year workload agreement, round 2
        3. From chain reaction to failure
        4. Strategies for the unpredictable breakdowns
        5. Strategy: The Mock Interview
        6. From two sides now
        7. Changing strategy: Melissa
        8. Changing strategy: Tracy
        9. Plan B: Put myself in your shoes
        10. Strategic change
        11. Tactics for thwarting ploys
        12. What to do
        13. Remember:
    15. CHAPTER 12 - Conclusion
        1. Jack and Mike: The company turnaround
        2. What to do: Strategy
        3. What to do: Tactics
        4. Can Mike recover?
        5. Reputation and relationships
    16. NOTES
    17. INDEX
    18. ACKNOWLEDGMENTS
    19. ABOUT THE AUTHOR
12. Managing Difficult Interactions
    1. Pocket Mentor Series
    2. Title Page
    3. Copyright Page
    4. Table of Contents
    5. Mentor’s Message: Why Learn How to Manage Difficult Interactions?
    6. Managing Difficult Interactions: The Basics
       1. What Are Difficult Interactions?
          1. Examples of difficult interactions
          2. Removing barriers to dealing with conflict
          3. Understanding that improvement is possible
       2. What Causes Difficult Interactions?
          1. Differences in positions and interests
          2. Differences in perceptions, motivations, and styles
          3. Differences in life experiences and cultural backgrounds
       3. Deciding Which Difficult Interactions to Address
          1. Determining whether you’re part of the problem
          2. Examining your motives
          3. Identifying important relationships
          4. Gauging the chances of improvement
       4. Step 1: Assessing the Facts
          1. Sharing perceptions of what’s going on
          2. Discovering intentions
          3. Acknowledging contributions to the problem
       5. Step 2: Addressing the Emotions
          1. Identifying your feelings
          2. Reframing destructive thoughts
          3. Expressing feelings productively
       6. Step 3: Managing Threats to Your Self-Image
          1. Understanding the threat
          2. Handling the threats
          3. Helping others handle self-image threats
       7. Step 4: Solving the Real Problem
          1. Framing the problem productively
          2. Sharing and listening
          3. Developing a plan for change
       8. Helping Your Employees Manage Difficult Interactions
          1. Deciding whether to intervene
          2. Facilitating resolution
          3. Coaching employees to improve their skills
    7. Tips and Tools
       1. Tools for Managing Difficult Interactions
          1. Test Yourself
          2. To Learn More
    8. Sources for Managing Difficult Interactions
    9. Notes
    10. How to Order