How to Tell What You Know

By Arthur Secord

How to Tell What You Know by Arthur Secord is a handbook for managers or executives on every level of industry or business—leaders who are promoted because of what they know, and who must convey that key information to others. In down-to-earth language it gives the answers to your daily communication problems in your organization—answers tested for years by one of the foremost speakers.

• Language: English
• Publisher: Life Management Services, INC.
• Release date: Nov 4, 2010
• ISBN: 9781936354061

Book preview

HOW TO TELL WHAT YOU KNOW

by

Arthur Secord

Smashwords Edition

How to Tell What You Know is a handbook for managers or executives on every level of industry or business—leaders who are promoted because of what they know, and who must convey that key information to others. In down-to-earth, practical language it gives the answers to your daily communication problems in the shop, office or showroom—answers tested for years by one of the foremost speakers and teachers in North American business life.

Arthur Secord tells you how to make contact—how to speak in the language of your audience—whether that audience is one new worker at a complicated machine, or a crowded sales conference. He shows you how powerful an illustration or example can be—the right example for each case. He tells you when to use praise—how much and how often—and what kind—and he also warns you not to use praise in some management situations, even though glib ivory-tower theorists say just the opposite! He shows you how to get to the point—the one point at a time that you need to impress upon your personnel or colleagues if you are to make headway. He explains how one little word can spell the difference between success and failure in safety talks, posters, or foreman’s instructions. Above all, Mr. Secord shows how your ability to communicate correctly will build up confidence in you among your colleagues and employees—confidence that will result in dollars-and-cents progress for the company—and advancement for you.

How to Tell What You Know has earned the enthusiastic approval of top management authorities throughout the United States and Canada. In your office or shop it will break through the communication bottleneck in every department, every day.

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Published on Smashwords by:

Tremendous Life Books

206 West Allen Street

Mechanicsburg, PA 17055

How to Tell What You Know

Copyright 1956 by Arthur Secord

This Updated Edition Copyright 2009 by Executive Books

All rights reserved. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the prior written permission of both the copyright owner and the above publisher of this book.

Smashwords Edition License Notes

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CONTENTS

Preface

Introduction

1. You Must Speak the Other Fellow’s Language

2. In Any Speech—Never More Than One Point

3. In teaching—You Must Use an Example

4. You Must Use Praise

5. Never Praise Before Finding Fault

6. You Must Use Tact

7. Three Concluding Thoughts

About the Author

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PREFACE

THE PURPOSE OF THIS BOOK is to assist managers—in every field of business or industry—who must communicate their ideas to people. Ideas which are related to their knowledge of the job: the knowledge which they have; the knowledge which led to their being given their present position of authority on the management team; the knowledge they must communicate if they are to be a success on that team.

They may wish to transfer their knowledge to someone who reports to them; to someone to whom they report; or to someone who works beside them. The techniques involved are the same, in every case. In this book they are applied particularly to the industrial supervisor who usually has the title of foreman. This is achieved through the selection of example material. In the context of this book, a foreman is defined as a person who exercises control and/or leadership over employees. The foreman is responsible for a group and has overall accountability for its activities and results. The term is not gender specific, nor is it intended to be in the context of this book. However, if examples from other fields had been selected, these techniques could have been applied with equal effect to personnel directors, sales managers, hourly-paid personnel, teachers, parents, or corporation presidents. The list is endless, because the necessity for idea communication is present in every branch and on every level of business, education, and industry. These communication techniques work in every direction—down, up, and across. They work with equal success in all