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    Thinking Into The Corners
    Write to Influence
    Ebook series2 titles

    Quick Guides for Managers Series

    By Michel Theriault

    ()

    About this series

    Stop Thinking Outside The Box. When options are limitless, you'll miss the obvious. Instead, stretch yourself and your staff to find the valuable solutions waiting in the corners. Thinking outside the box doesn't work because we need an anchor or catalyst for our ideas, which are actually provided by the Box. That doesn't mean we can't make the box bigger, but it is always within practical boundaries. At the same time, we have internal filters and limits (the Circle) preventing us from stretching outside our comfort zone to develop ideas and discover solutions that should be obvious. Combining the Box and the Circle shows the corners where ideas are hidden or we haven't reached yet. So, there's no need to try thinking outside of the box when the solutions are within reach. Learn how to Think into the Corners to get results with this unique book.

    LanguageEnglish
    PublisherMichel Theriault
    Release dateOct 27, 2012
    Thinking Into The Corners
    Write to Influence

    Titles in the series (2)

    • 1

      Write to Influence
      Write to Influence

      Write to Influence

      Michel Theriault
      0 ratings
      0 ratings

      Writing is about more than conveying information. It’s about influencing someone to follow directions, agree with your position, take action or approve your business case. Take what you think you know about writing in your job and turn it on its head. You probably thought it was about being clear and concise so the recipient would understand it. If so, you’d be wrong. If you want to be successful, you need to think about your writing differently – What it’s really about is influencing others. You probably learned in high school or college English classes all about how to write, but they rarely focus on how to communicate, much less influence with your communications. Business communications in college is often more about formatting letters, the traditional headings to use’ formal structure, numbering, using appendices, numbering, creating technical documents and more. What it doesn’t prepare you for is how to use your business writing to influence others, a key skill to being successful manager and climbing the corporate ladder. And, it’s not a lot of help in the high tech, fast paced communications world we live in today. According to Wikipaedia, communication is simply about conveying information. In fact, the important part of communication isn’t just about conveying information, it’s making sure the information you convey delivers the results you need by influencing the reader. Think about what you write in your job. Do you write procedures? If so, you shouldn’t simply want people to understand them, you want them to follow them. That’s influence. If you write business cases, you don’t want to lay out a clear, logical argument; you want the reader to give you approval – that’s influence. If you write letters and emails, it isn’t about being readable, with good grammar and accurate spelling. If you think about it, you are always trying to get someone to do something, whether it’s agree with you, approve something, or do what you want. Few managers are well equipped for this shift in what writing mean, partly because of what we’ve been taught in school about writing and the way communication has been defined for us in the past. The first step is to know what you want, then craft your written communication not only to convey information, you need to make sure it influence others. This book gives you the techniques you need to change your writing from simply conveying information to influencing others. This is the first book in the Quick Guide for Managers Series.

      Writing is about more than conveying information. It’s about influencing someone to follow directions, agree with your position, take action or approve your business case. Take what you think you know about writing in your job and turn it on its head. You probably thought it was about being clear and concise so the recipient would understand it. If so, you’d be wrong. If you want to be successful, you need to think about your writing differently – What it’s really about is influencing others. You probably learned in high school or college English classes all about how to write, but they rarely focus on how to communicate, much less influence with your communications. Business communications in college is often more about formatting letters, the traditional headings to use’ formal structure, numbering, using appendices, numbering, creating technical documents and more. What it doesn’t prepare you for is how to use your business writing to influence others, a key skill to being successful manager and climbing the corporate ladder. And, it’s not a lot of help in the high tech, fast paced communications world we live in today. According to Wikipaedia, communication is simply about conveying information. In fact, the important part of communication isn’t just about conveying information, it’s making sure the information you convey delivers the results you need by influencing the reader. Think about what you write in your job. Do you write procedures? If so, you shouldn’t simply want people to understand them, you want them to follow them. That’s influence. If you write business cases, you don’t want to lay out a clear, logical argument; you want the reader to give you approval – that’s influence. If you write letters and emails, it isn’t about being readable, with good grammar and accurate spelling. If you think about it, you are always trying to get someone to do something, whether it’s agree with you, approve something, or do what you want. Few managers are well equipped for this shift in what writing mean, partly because of what we’ve been taught in school about writing and the way communication has been defined for us in the past. The first step is to know what you want, then craft your written communication not only to convey information, you need to make sure it influence others. This book gives you the techniques you need to change your writing from simply conveying information to influencing others. This is the first book in the Quick Guide for Managers Series.

    • 2

      Thinking Into The Corners
      Thinking Into The Corners

      Thinking Into The Corners

      Michel Theriault
      0 ratings
      0 ratings

      Stop Thinking Outside The Box. When options are limitless, you'll miss the obvious. Instead, stretch yourself and your staff to find the valuable solutions waiting in the corners. Thinking outside the box doesn't work because we need an anchor or catalyst for our ideas, which are actually provided by the Box. That doesn't mean we can't make the box bigger, but it is always within practical boundaries. At the same time, we have internal filters and limits (the Circle) preventing us from stretching outside our comfort zone to develop ideas and discover solutions that should be obvious. Combining the Box and the Circle shows the corners where ideas are hidden or we haven't reached yet. So, there's no need to try thinking outside of the box when the solutions are within reach. Learn how to Think into the Corners to get results with this unique book.

      Stop Thinking Outside The Box. When options are limitless, you'll miss the obvious. Instead, stretch yourself and your staff to find the valuable solutions waiting in the corners. Thinking outside the box doesn't work because we need an anchor or catalyst for our ideas, which are actually provided by the Box. That doesn't mean we can't make the box bigger, but it is always within practical boundaries. At the same time, we have internal filters and limits (the Circle) preventing us from stretching outside our comfort zone to develop ideas and discover solutions that should be obvious. Combining the Box and the Circle shows the corners where ideas are hidden or we haven't reached yet. So, there's no need to try thinking outside of the box when the solutions are within reach. Learn how to Think into the Corners to get results with this unique book.

    Author

    Michel Theriault

    Michel provides advisory and consulting services in strategic and management issues after many years in corporate and service related fields both as a client and as a supplier.He is a published book author, a speaker at industry conferences and writes for industry magazines.His clients are busy managers at all level who benefit from his ability to help them develop strategies, business cases and implementation plans for problems they want to solve or business areas they want to improve. Michel draws from a wide range of experience to help solve problems, improve services and reduce costs using best practices. His clients appreciate his outside view that isn’t clouded with the status quo or with a vested interest to defend.Michel has been profiled in magazines and newspapers as well as interviewed for various articles.A sought after speaker, he delivers seminars at conferences and provides training and workshops internationally in addition to consulting for clients.

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