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" ... No matter where your overseas colleagues are, if they seem to be communicating vaguely or not answering questions directly, they might be trying to say “no” without coming right out and saying it. Rather than forcing them to be uncomfortably direct, try rephrasing your question or summarizing what you think your colleague means. Propose alternatives and see how they’re received. As more overseas colleagues work with US-based teams, they’ll become more comfortable with the direct communication style that’s the norm in the US. But in a globalized world, it’s incumbent on all of us to meet each other halfway. ... "
" ... The other character in your workplace with whom you should avoid close association is the one who is unwilling to participate in solutions and innovations but is over-willing to eat from the harvest of success. The Leech is more difficult to spot than the other characters because he is typically agreeable and excitable. He is easy to be around and easier to keep around. But beneath the surface, he makes no real sacrifice to achieve success and offers no extraordinary value to coworkers or the venture as a whole. Perhaps he fills an empty seat, but he fills it with little more than hot air. We often call the Leeches in our organizations “yes-men” and “yes-women.” They arrive on time and do what they’re told, but little else. To spot the Leech in a meeting you must understand the basic rule by which he lives and breathes: Be safe. To follow this rule, the Leech will always side with the majority, will never question the position of authority, and will almost never take a stance of his own. While he gives the appearance of involvement, he rarely poses a legitimate new thought or new course of action. He will, in fact, offer his “new” ideas by rephrasing one already posed (at times in an attempt to claim the idea as his own). He will consistently take the safest position, giving little thought to what is right or wise or innovative. His goal is to remain in the good graces of important people—to remain secure—in order to keep his job. The danger in a close association with him is that he will always see what you see, and nothing else. He has no sight of his own and therefore can do nothing but affirm or steal the opportunities before you. ... "
" ... To avoid a disastrous game of telephone, I try to keep our discussions going until we're all sure we're on the same page. Asking questions and rephrasing statements is important not only during meetings but also in emails and chats. ... "
" ... We’ve also encouraged a culture of gratitude by replacing “sorry” with “thank you.” For example, when late to a meeting, “Thank you for waiting for me. Let’s get started,” is much better than, “Sorry for being late.” This slight rephrasing and shift in tone allows both parties to walk away from the interaction positively. Since the interaction is appreciation-based instead of forgiveness-based, it allows for employees to not get hung up on the things they “did wrong.” Small changes like these can add up and make a massive difference when it comes to productivity and employee satisfaction. ... "