Write Right When You Write

June 20th, 2008

Does it turn you off when you’re introduced to someone by your given name and few seconds later that person addresses you by the wrong name? Tom rather than Tim? Or June instead of Jane? And then, in an obvious attempt to commit your name to memory - the wrong name, that is - that person repeats the error several times more?

While most of us are too polite - or too timid - to correct that person, their continuing the error can make you want to shake him or her by the shoulders and say, “Hey, can’t you get it right?”

Being on the receiving end of an error-riddled written document, no matter what kind or from whom, can have the same effect: “Hey, can’t you get it right?”

There’s no excuse for sloppy grammar, punctuation or spelling. Reasons, perhaps. But not excuses. Nothing can or does excuse such errors.

The one reason I’ve run into most often seems to originate with members of the under-40 crowd. When it comes to the rules of proper grammar, punctuation and spelling, I believe if they were taught at all, those rules were seldom reinforced.

Forgive me if it seems like I’m picking under-40 generation - that’s not my intent - particularly since it’s not their fault. But let me share with you one of countless true stories I’ve heard supporting that belief.

Some 20 years ago, when a sophomore in high school, a young man came home one day, proud as a peacock, with a science paper on which, at the top of the page, in red ink, his teacher had written and circled a big “A.” Under that circled “A” the teacher had written “Great Work!”

He and his parents, both friends of mine, knew that an “A” in science was no easy accomplishment. Certainly not from this particular teacher who had a reputation for being demanding. Science, after all, is a rather precise field of study.

The young man’s dad, also a writer, proudly began reading his son’s “A” paper. Then he did something instinctively, something he should not have done. He began mentally ticking off the spelling, grammar and punctuation errors in his son’s paper. As he finished the first page, he looked up at his son and asked, “How can this be an ‘A’ paper with nine errors just on one page.?”

The son, as you might expect, answered his dad defensively, “Because that stuff doesn’t make any difference.”

Puzzled, the father asked “And why not?” to which his son responded, “Because my science teacher doesn’t care about spelling or any of that other stuff. That,” he said pointing at the paper in his dad’s hand, “is a science paper, and I got all the science part right.”

Regardless of whether you’re under or over 40, life in the real world isn’t as forgiving. Everything you write in the real world is a reflection of who you are, what you know, and what your values are, of what you’re capable of doing and being. That’s particularly true in the real world of business.

While sloppy grammar, spelling and punctuation may be overlooked by a friend reading a casual letter or email you’ve written, that’s not going to happen with your business letters. Such errors there have at times been known to be “fatal” because they’ve changed the original intent of the document.

Errors are particularly significant in the emails you write because emails can take on a life of their own. They’re often forwarded to people you may not have met - in fact, may never meet - people who, based on your poorly written email, form a lasting opinion about you, perhaps even decide your future.

The bottom line is that regardless of which side of 40 you happen to be on, if you’re gonna write, whatever you write, write right. Or should I say “write correctly?”

© 2006, Philip A. Grisolia, CBC

Phil Grisolia is an accredited Certified Business Communicator (CBC), an author, educator, business coach, and an award-winning copywriter. To learn more about Phil, and for a free subscription to his free newsletter - Making Sense of Marketing (TM) - visit his website: PhilGrisolia.com

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Estimates on How Much Companies Will Spend to Resolve the Options Backdating Issue

April 14th, 2008

First some answers on a not so serious note:

1. Make an estimate, then multiply by 2, divide by 0.134263 and take the square root after adding Pi times the estimate times 12.345

2. Use a dart board and get some friends together to change the numbers to very high 8 figures. The one person that hits the same estimate range on the dart board 3 times is the closest to the estimate.

3. Take a wild swing and at the end of the report, cite the analyst firm IMTSU 2006 (I Made This Stuff Up).

There are 3 portions to the cost of resolving the options backdating issue:

1. Tangible costs - Regulatory fines and expenses - Internal investigation fees - Audit investigation fees - Documentation & restatement fees - Back tax dues and penalties and interest - Share holder lawsuits: Settlement fees, Defense fees

2. Intangible costs - Market capitalization loss - Employee turnover (not easy to guesstimate, but rest assured there will be some) - Internal & external communication expenses - (If delisted): stock appreciation opportunity costs

3. Variable expenses - Reduced revenue from customer becoming nervous about purchasing products

For the 3 companies we have worked with estimating $100 Million for a $3-5 Billion market capitalization in Tangible costs alone is on the average side.

http://blog.vangal.com

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Herding Those Legal Staffers - Moooooooo! (Or, How to Narrow the Communication Gap)

March 28th, 2008

I know, I know - tacky title, but I’m attempting to inject a little levity into a rather serious subject, namely how to kindly move legal secretaries, legal assistants or paralegals to other partners and/or associates within the law firm.

It’s been surprising to me over the years how little communication flows between the attorneys and the staff while a change or “switchover” of personnel is being considered.

How do we improve the communication and do we really need to?

Let’s consider the following:

What is the real reason for the desired change in personnel?

1. Personality conflict?

2. Does your assistant just not “get” your humor?

3. Is your assistant better suited for another area of law? Perhaps you hired what you thought was an experienced litigation assistant only to find out that when the trial prep begins, the stress of it all is completely overwhelming to him or her.

4. Or, because of lean times, you need to assign two to three attorneys to one assistant instead of a one-to-one ratio.

Whatever the reason for the change, and this is important - how you make the change will either enhance or detract from your reputation with your staff and with those in your community. Is your reputation as an employer important to you? It should be.

Let me explain.

Word travels fast in the community when an employee is mistreated and handled like a cow in a herd of cattle (hence, the title). If this type of non-communication on the part of your firm is consistent, you will slowly begin to see a lack of qualified candidates at your door. They will avoid you like the plague, I promise you.

And once the word is out among the community, you can expect to be the brunt of many, many not so private jokes by some of your close colleagues.

How do you handle a “switchover” in personnel with dignity and equanimity?

It’s easier than you might think.

First things, first though.

If you’ve ever read any of the books regarding TQM (Total Quality Management), you’ll understand the following scenario.

Visualize yourself walking up to a hostess station at a well known restaurant in town. You’re ready to enjoy your evening. In fact, you are committed to it. You can visualize the wine, the tender morsels of steak. You’ve made your reservation and arrived early. But, wait….what’s wrong with this picture? The hostess is engaged in an in-depth conversation with her co-worker and totally ignores you. She ignores your needs. In fact, she couldn’t care less whether you eat tonight or not. She has a personal problem and for right now, that takes the front burner. Not you. Feel a little angry? Invisible? A non-entity?

Welcome to your assistant’s world.

Moral of the story?

Treat your employee like a valued customer. Radical? Not really. In fact, it’s very good “old school”. Smart employers understand this concept.

Understand that your assistant simply wants respect. Of course, bonuses and raises are a nice “extra”, but in my estimation, “respect” tops the list.

Even if for some reason you need to make a personnel change, the manner in which you orchestrate this change is vitally important. Take the high road. Treat your assistant as if she or he really matters. Employ the lost art of courtesy.

Now, here’s my promise. You, the attorney, do not have to explain the “switchover” to your assistant. I can hear a loud sigh of relief.

When a change is in the works and it just cannot be avoided, have your Office Manager sit down with the employee and explain the details very early in the process. There may be tears and sometimes a little hostility. But at the very least, the employee deserves to be spoken to with respect BEFORE the change is made. BEFORE the news of the change makes it through the internal grapevine.

Leslie R. Williams is the author of the upcoming ebook, “Breaking Into the Legal Field - An Insider’s View for Legal Secretaries, Legal Assistants & Paralegals”. Please watch Leslie’s website, http://www.leslie126.com for information concerning this brand new publication. Leslie is an author, publisher and entrepreneur with over 15 years experience in the small business field. She is a published author as well as a former restauranteur/franchisee. Leslie’s writing is geared to inform and inspire those interested in pursuing a career as a legal secretary, legal assistant or paralegal.

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