Giving instructions and orders = Anweisungen und Befehle erteilen
In der Geschäftswelt werden täglich zahlreiche Anweisungen vermittelt, sei es zwischen den Angestellten, Arbeitgebern und Beschäftigten oder möglicherweise zwischen den Angestellten und Kunden. Wenn man Anweisungen erteilt bekommt, entstehen manchmal auch Probleme – entweder versteht man sie nicht richtig oder man weiß nicht, wie man sie entsprechend umsetzten soll. Solche Probleme gefährden die Geschäftstätigkeit bzw. den Erfolg von einzelnen Unternehmen und können außerdem die tägliche Kommunikation erschweren (zum Beispiel in Situationen, in denen uns jemand danach befragt, wie ein Geldautomat richtig funktioniert, wie man bestimmte Geräte bedient usw.). Sei es am Arbeitsplatz oder im alltäglichen Leben, in solchen Fällen müssen wir uns bemühen, unsere Anweisungen klar und ausführlich genug zu vermitteln.
1. INSTRUCTIONS = ANWEISUNGEN
1.1. USEFUL PHRASES = NÜTZLICHE PHRASEN
1.1.1. Asking for instructions = Wir bitten um Anweisungen
- How do I do this? = Wie mache ich das?
- How do I…? = Wie …?
- What is the best way to…? = Was ist der beste Weg, um …?
- What do you suggest (to do)? = Was schlagen Sie vor? / Was schlägst du vor?
- Can/Could you show me how (to operate/to use)…? = Können/Könnten Sie mir zeigen, wie man … (bedient/benutzt?) / Kannst/Könntest du mir zeigen, wie man … (bedient/benutzt?)
- Do you know how to…? = Wissen Sie, wie …? / Weißt du, wie …?
- How do I go about … (it)? = Wie soll ich … (das) angehen? / Wie soll ich … (das) anpacken?
1.1.2. Additional questions = Zusätzliche Fragen
- (I didn’t quite catch that) Could you repeat that, (please)? = (Ich habe das nicht richtig verstanden) Könnten Sie das bitte wiederholen?
- What did you said? = Was haben Sie gesagt? / Was hast du gesagt?
- Once more, (please)./One more time, (please)./Come again, (please). = Nochmal, bitte. / Noch einmal, bitte.
- Could/Can you give an example/Can you exemplify? = Könnten/Können Sie ein Beispiel anführen? / Könntest/Kannst du ein Beispiel anführen?
- (I’m sorry but) I don’t understand (what you mean)… = (Entschuldigen Sie, aber) ich verstehe nicht, (was Sie meinen) … / (Entschuldige, aber) ich verstehe nicht, (was du meinst) …
1.1.3. Interrupting somebody = Wir unterbrechen jemanden
- Just a minute (second)/Wait a minute (second). = Augenblick mal. / Moment mal.
- Excuse me… = Entschuldigen Sie bitte … / Entschuldige bitte …
- May I interrupt?/If I may interrupt… = Darf ich kurz unterbrechen? / Wenn ich kurz unterbrechen dürfte …
- Sorry for interrupting… = Entschuldigen Sie, wenn ich unterbreche … / Entschuldige, wenn ich unterbreche …
- Now hold on. ( = meaning something isn’t true) = Moment mal. (= etwas entspricht nicht der Wahrheit)
1.1.4. Giving instructions = Wir erteilen Anweisungen
Sequence markers ( = Wörter, die die Zuhörer durch bestimmte Anweisungen leiten, indem sie die Reihenfolge bestimmen)
- First/Firstly… = Zuerst/Erstens …
- Before that… = Davor …
- Second/Secondly… = Zweitens …
- Now… = Jetzt/Nun …
- Third/Thirdly… = Drittens …
- You begin by… = Zu Beginn/Sie beginnen mit …/Du beginnst mit …
- Then… = Dann/Danach …
- Finish… = Beenden Sie …/Beende …
- Next… = Als Nächstes/Danach …
- Finally… = Abschließend …/Zum Schluss …
- After that… = Danach …
- The last step is (to)… = Der letzte Schritt ist …
- Before you begin… = Bevor Sie beginnen … / Bevor du beginnst …
- I would start by… = Ich würde mit … beginnen.
- To begin with… = Zunächst einmal …
- The first/last thing you do is… = Das Erste/Das Letzte, was Sie tun ist … / Das Erste/Das Letzte, was du tust ist …
- The next step is to… = Der nächste Schritt ist …
- Once you’ve done that… = Sobald Sie das getan haben… / Sobald du das getan hast …
- When you finish that… = Wenn Sie damit fertig sind … / Wenn du damit fertig bist …
- In the end… = Zum Schluss … / Am Ende …
- When you’ve completed all the steps = Wenn Sie alle Schritte durchgeführt haben, … / Wenn du alle Schritte durchgeführt hast, …
2. ORDERS = BEFEHLE
In der Geschäftswelt ist es erwünscht, Befehle zu vermeiden und stattdessen lieber Anweisungen (instructions) zu erteilen. Es besteht aber auch die Möglichkeit, Befehle in Bitten umzuformen. Wenn wir anstelle von Befehlen Anweisungen verwenden, werden die Untergeordneten die Möglichkeit haben, selbst über die Durchführung einer bestimmten Aufgabe nachzudenken, und infolgedessen auch motivierter sein. Anweisungen anstatt von Befehlen zu erteilen ist höflicher und informiert die Untergeordneten über bestimmte Aufgaben, die sie erledigen müssen.
2.1. USEFUL TIPS = NÜTZLICHE RATSCHLÄGE
2.1.1. Imperative + let’s/please → to soften the order in order not to sound rude = Instruction
- Listen to Marion carefully. → Let’s listen to Marion carefully.
- Don’t interrupt me. → Please don’t interrupt me.
2.1.2. Introductory phrases to soften the order = Instruction
- Do you think you could prepare the next case. = Denken Sie, dass Sie den nächsten Fall vorbereiten könnten?
- I want you to call Mr Rehbein and cancel the appointment. = Ich möchte, dass Sie Herrn Rehbein anrufen und den Termin absagen.
- Would you mind (possibly) helping Stephanie with the case. = Würde es Ihnen/dir (vielleicht) etwas ausmachen, Stephanie bei dem Fall zu helfen?
- I’d like you to organize the meeting. = Ich möchte, dass Sie die Besprechung organisieren.
- I was hoping you could bring me the documents. = Ich hatte gehofft, Sie könnten mir die Unterlagen bringen.
2.1.3. Modal verbs to turn orders into requests (more polite)
- Could you call their office? = Könnten Sie bitte ihr Büro anrufen? / Könntest du bitte ihr Büro anrufen?
- Would you repeat your name? = Könnten Sie bitte Ihren Namen wiederholen?
SAMPLE DIALOGS
Dialog 1
TOM: So did you hear the news?
SAM: No, tell me about it. What’s going on?
TOM: Well, there are some new orders from the top. I’m going to need you to listen closely here.
SAM: I’m all ears.
TOM: We have some new tasks and I have to delegate responsibility in a slightly different way.
SAM: Well the team and I are up for anything, so just say what needs to be done.
TOM: That’s just the thing, I’ll need you heading the team and calling the shots. Think you’re up for it?
SAM: Well it’s certainly going to be a lot of responsibility, but it’s also an honor.
TOM: I’m glad you feel that way. So here’s the first thing to do: assemble the team and assign responsibilities. Then report back to me by COB today. OK?
SAM: Sure. You can count on me!
Dialog 2
TOM: Hey do you have a minute so we go over a few things that I think you could be doing better?
SAM: Sure, I guess. I didn’t know I was doing anything wrong.
TOM: Well there’s nothing wrong per se. I just have a little bit of constructive criticism to help you be the best you can be.
SAM: That sounds OK, I am always trying to improve.
TOM: Great. First off, when you’re talking to the people under you, you should be more direct. I noticed that some of them don’t take their tasks seriously, and I think it’s because they aren’t getting a strong enough message from above.
SAM: You think so? I thought things were moving smoothly.
TOM: Yeah, I talked to them and really hammered home how important the project is. I know it’s not right to go behind your back like that, but we’re in a bit of a time crunch here.
SAM: Yeah, I’m not terribly comfortable that. I would appreciate if you came to me first next time.
TOM: That’s a good start. Now try saying that again. But be more direct this time.
SAM: Huh? What should I say? “That’s not ok. Don’t talk to my team any more without my knowledge!” Like that?
TOM: Perfect, I can see this constructive criticism is working already!
SAM: Wow, you’re right, that WAS more convincing!
Dialog 3
TOM: So now that you’re feeling more confident giving instructions, maybe you can walk me through how you led the meeting yesterday?
SAM: Sure, no problem. First, I asked for a progress report. Jake and Kelly were doing the summaries, so they kicked it off.
TOM: What happened after they briefed everyone on current events?
SAM: I thanked them and told them to prepare another report for Monday morning. Then, I explained to the team that there were a number of new assignments for allocation.
TOM: Yeah, they’ve been coming in fast and furious, haven’t they?
SAM: I’ll say! That’s why I didn’t pull any punches. I divided the new batch between Liza and Mart; they had just finished up their previous workload, so they were ready to tackle something new.
TOM: Great. Did they have any comments about getting tasks back to back?
SAM: Not at all. I told them that they had been doing a great job, but that now is not the time to rest on our laurels. This is the time to seize the reins.
TOM: That sounds effective. Did it work?
SAM: Of course. Two hours later when I was making my rounds I saw them hard at work at their desks.
TOM: Perfect, that’s just the attitude we need.
Dialog 4
TOM: Hi everyone, this session will focus on how to put together a successful presentation for our weekly meetings. Are there any questions before we get started?
SAM: Yes, over here. How long should our presentations be?
TOM: Well, I was planning on covering that. But to answer quickly, make sure that your presentations are no longer than 10 minutes, or people will start to lose concentration. That being said, also put enough effort into it that you get at least 5 minutes out of it.
SAM: Ok so how should we start?
TOM: Good question! It may sound funny, but start by telling them what you’re going to tell them. First, of course, give a brief welcome to the team, but then your intro should go right to an overview of your whole presentation. Decide whether or not you’ll be taking questions during your talk, or whether people should wait until the end?
SAM: So all of that is in the introduction?
TOM: That’s right. Start off by welcoming, then give and overview, and next move into the body of your presentation. Include at least 3 but no more than 5 points.
SAM: Any more than that and we’d be going over 10 minutes, right?
TOM: Exactly right. Plus you need to save time at the end to tell the team what you already told them?
SAM: So let me get this straight: We tell them what we’re going to tell them, we tell them, and then we tell them what we’ve told them?
TOM: You got it. It sounds crazy, but you can’t have a successful presentation without it!
Dialog 5
TOM: Ok, we’re all here. What did you want to talk to us about?
SAM: You may have noticed a drop in sales. Management and I thought everyone could use a refresher in how to talk to the customer.
TOM: Maybe you’re right, we could use a fresh approach. What do you suggest?
SAM: Start off by being interested in their problems. Put yourself in their shoes.
TOM: So we should use empathy, you’re saying?
SAM: Exactly, try and relate to them a bit. They will feel more comfortable doing business with you if they think they have an ally.
TOM: That makes a lot of sense. I would rather work with a friend than a foe any day.
SAM: Right. So after you’ve established a bond, ask about their needs. Do they have any use for a product like ours? Have they even considered something like it?
TOM: Ok, sounds easy enough. How do we seal the deal?
SAM: That’s when you transition into a short pitch. Give them a glowing review of our product, but don’t be too pushy. Relate to them in a personal way, and then show them how our product can help.
TOM: And this works, you say?
SAM: Works like a charm, yeah!
Dialog 6
ANDY: Excuse me, sir. Can we trouble you for a second?
BRET: Of course. What’s wrong?
ANDY: We’re lost. Can you tell us how to get to the Happy Hostel on Kurzgasse street?
BRET: The quickest way to get there is definitely by bus. Just take the U2 line. You don’t need to transfer, and just get off at Erdberg stop. From there it’s a three-minute walk.
Dialog 7
ANDY: How do you get to the famous restaurant you were talking about the other day?
BRET: Take I-5 west about 10 miles. After you cross the river, watch for the signs to Hefei and take the second Hefei exit. When you get off the motorway, make a left turn at the stop sign. Follow that road, 8th West, for seven blocks and make a right-hand turn on Tunxi street. Continue on Tunxi street until you see the big peach tree. The restaurant is on the left hand side. You can’t miss it!
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