Published April 2003

Want to get point across? Rehearse your script

Q. In most situations, I am able to communicate clearly, concisely and authoritatively. But when faced with anything remotely emotional or risky, as in presenting a proposal to senior management; transferring, disciplining or terminating an employee; asking for a raise; or when I am asked to present anything remotely emotional at work, I tend to sputter like a poorly tuned car. I know my material and what I want to say, but it never comes out with the polish as when I communicate in less-threatening scenarios.

A. Without doubt, entering a one-on-one meeting where the stakes and emotions are high usually is not a manager’s more pleasant experiences.

The tension is so charged that you can spread it with a knife. If your stomach is turning somersaults, a similar internal upset also may be affecting the person on the other side of the desk.

No matter the topic, however, there’s one way to ease the anxiety. Take a page from the Boy Scouts manual and be prepared.

Prior to an important meeting, sit down and write a script of what you want to say. Study it. Rehearse it. Then use it to get the desired result.

Several communication experts say “scripting,” is an effective technique in preparing for important, stressful and often financially important conversations that if mishandled could adversely affect the direction of your career.

Such scripting wasn’t necessary years ago when a more natural relationship existed between all managers. Tighter budget management, downsizing and re-engineering, and performance evaluations tied to bonuses, however, have altered the dynamics of work relationships. In addition, court decisions and changing expectations have made tension a staple of the modern American workplace.

In their book “Lifescripts: What to Say to Get What You Want in Life’s Toughest Situations” (Hungry Minds Inc., 2002), authors Steven M. Pollan and Mark Levine say effective scripts follow a pattern. Scripts first clearly state the problem, then anticipate two to four different reactions of the other person and your response to each of them. A key element is “the pitch,” where you suggest as nonthreateningly as possible how to resolve the conflict or problem.

Effective scripts put you in control, ensure that you say clearly what you want, demonstrate your potential power, absorb or deflect anger and leave you with having the last word. Scripts are not just for use by managers; employees resolving workplace conflicts, as well, can use them just as effectively.

Failing to script a sensitive encounter with an employee can risk your company’s legal standing and give employees confusing messages.

In turning down an employee’s request for a salary increase, for instance, scripting the denial in words that maintain the worker’s dignity and feeling of self-worth will go a long way in maintaining workplace harmony.

Failure to script also increases the chances that a sensitive discussion could turn into words you may live to regret. “Shooting from the hip” can cause damage that’s difficult to repair once it has been inflicted.

Eric Zoeckler operates The Scribe, a business writing service with many Snohomish County-based clients. He also writes a weekly column on workplace issues, which appears Mondays in The Herald. He can be reached at 206-284-9566 or by e-mail to mrscribe@aol.com.

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