# 職場溝通技巧｜你說了很多，事情為何沒動？4句話讓工作真正往前走#職場溝通 #溝通技巧 #跨部門溝通 #有效溝通 #專案管理 #驅勢學堂

**Channel:** 驅勢管理
**Source:** https://www.youtube.com/watch?v=uuO-iFcOkNE
**Transcript page:** https://www.withtranscript.ai/video/uuO-iFcOkNE

## Chapters

- 0:02 — 沟通不只是把话说完
- 2:53 — 会议与模糊表达的问题
- 6:07 — 邮件写作要具体明确
- 8:53 — 提问方式决定沟通效果
- 11:03 — 四句话总结高效沟通

## Transcript

**[0:02]:** Hello everyone , the second lesson in our workplace communication series is : Understand before being understood . Have you ever said something like this ? " But I clearly said it ! I brought it up in the meeting , I sent an email , and I even sent a message . " Yet , a few days pass and there’s no progress . When something goes wrong , people turn around and ask you , " Why didn't anyone handle this ? " " Why didn't you give us a heads-up sooner ? " I’m sure you feel very aggrieved in moments like that . " I did say it , and I said it more than once . " But there is a very harsh reality in the workplace . Just because you said it doesn't mean they know what to do ; even if they heard you , it doesn't mean things will move forward .

**[0:56]:** Often , we think we’ve finished communicating , when in reality , we’ve only finished expressing .

**[1:06]:** Truly effective communication isn't just about finishing what you have to say ; it’s about everyone being clear on the goal , the status of the task , the next steps , and who is doing what by when .

**[1:22]:** Hello everyone , I’m Dr. Chao Hai-ying from Trend Management , and this is our second lesson in the workplace communication series . Does the situation I described sound familiar to you all ? You hear this often in the office , and you feel aggrieved , thinking , " I said it , I covered it , and I sent the notes . " But talking isn't the same as communicating . Giving a reminder doesn't mean the task will proceed smoothly . The goal of communication isn't just to express ourselves . We’ve taken many communication courses , but the real goal is to drive progress . Many people equate communication with simply stating their thoughts . " I need to explain all the work I've done , justify it , remind everyone , and add more details . " But workplace communication isn't over when you stop talking ; it’s about whether there’s a next step after you finish .

**[2:27]:** After you finish speaking , one of two things will happen . First , the other person knows exactly what to do next — that is successful communication . But if you finish speaking and they still don't know the next move , it means the communication isn't complete . So , after you speak , you must ask yourself : Does the other person know what to do next ?

**[2:53]:** Meetings are a common part of our professional lives . Some companies hold meetings once a week . Others hold them daily . Meetings have become a crucial focal point for communication , but once the meeting ends , is any real progress being made ?

**[3:16]:** In meetings , managers say " speed up this project , " sales reps say " the client is in a rush , I need the next version now , " but designers say " you haven't given us a clear direction yet . " Finally , the project lead sums it up by saying , " everyone needs to try a little harder . " And so , the meeting concludes . But in that meeting , did anyone clearly address these four things ? First , what is the real bottleneck right now ? Who is responsible for the next step ? When will it be finished ? What exactly defines " finished " ?

**[3:57]:** Consequently , the manager thinks the lead will follow up , the lead thinks the designer will provide a version , and the designer thinks sales should first clarify the requirements .

**[4:10]:** So in the end , nothing moves . Everyone participated in the communication , but no one actually took action . That is what makes a meeting highly ineffective . So , under these circumstances , I think if we express things differently , would it be much clearer to everyone ? Everyone says " I'm in a rush , " but how urgent is it ? What does " in a rush " even mean ? The word " urgent " is very abstract . " This data is urgent , get it to me fast " — we hear this often from ourselves , our colleagues , or across departments . Sometimes we say it ourselves : " I’m in a real rush , you need to get this to me now . " But how urgent is " urgent " ? What if we rephrased that sentence ?

**[5:02]:** " Because I need to submit this to the client by Friday , I need you to get it to me by Wednesday at noon so I can organize the data and the client list . " " It’s already confirmed , just send me the draft . We can confirm the numbers and update them later . " " If you can't make Wednesday , can you let me know before you leave today ? Then we can divide the work and adjust accordingly . " So , if you take the words " I'm in a rush " and express them this way , it covers everything : the first step , who is doing it , and exactly what needs to be done .

**[5:42]:** Third , when to do it ; fourth , to what extent it should be done ; fifth , how to handle it if it can't be done . In other words , you have clearly explained everything from how to start to the final risk management all at once ; that is effective communication , not just saying " I'm in a rush , please hurry , I'm very urgent . " Saying that is actually ineffective communication .

**[6:07]:** Now , let's move on to the second case study . I think a primary communication tool for everyone in the workplace is writing emails . But many times , you send out an email , yet the other party doesn't reply . Why ? Because when you write the email , you might say , " Please provide the relevant information , " or " Please assist by providing the relevant information , thank you . " I think this sentence — I've used it myself — saying " Please provide me with the relevant information , " makes the person reading the email wonder , what exactly is the " relevant information " ? How urgent are you ? When do you need it ? None of that is mentioned , so I don't know how to reply to you because your email isn't clear , and as a result , the email sinks into the abyss with no response .

**[7:04]:** When we communicate via email , for it to be very effective , I usually first state clearly that the data needs to be compiled for the supervisor's confirmation by this Friday , and ask them to provide it by a specific time this Wednesday afternoon . Provide what ? First , the 2025 revenue data ; second , the percentage of the top five clients ; third , the list of currently completed projects . List 1 , 2 , 3 , and 4 clearly for them . If these materials aren't finished yet , please provide the version that is currently available so we can start the preliminary organization . I think this kind of highly effective email communication makes it very clear to the other party what needs to be done .

**[7:50]:** So when you write an email — especially because not everyone is always able to express their thoughts clearly in writing — we need to be even more meticulous and articulate in our written communication .

**[8:04]:** So , what should you say ? Explain why it is needed . Explain why you need this document ; second , what exactly I need ; third , when I need it ; fourth , if you can't do it , is there an alternative ?

**[8:22]:** Writing an email like this in the workplace — whether with clients , colleagues , cross-departmental teams , or public sectors — will make cooperation very smooth .

**[8:34]:** You have clearly laid out these four steps , so the recipient understands immediately , rather than using abstract terms like " urgent , " " busy , " " soon , " or " relevant info . " I think these abstract words are hard for people to grasp or respond to effectively .

**[8:53]:** So , I want to share a second concept with you here . What is this second concept ? Don't just ask , " Is that okay ? " You should ask , " Can you do it ? " " When can you have it done ? " " Okay " doesn't mean " capable of doing it . " Because we often say " I can , " but that doesn't mean you will actually be able to do it . Sometimes we also hear people say , " I'll try . " Do you often find yourself saying , " I'll try " ? " I'll try " is not a commitment . But sometimes we also hear clients or colleagues respond to us by saying , " Okay . " " Okay " just means they heard you , not that they have done it .

**[9:31]:** So , when you often hear words like " okay , " " I'll try , " or " sure , " it doesn't mean they have truly done it , nor does it mean your communication has been fulfilled . So , we usually ask , " Can you finish this by Friday ? Is that doable ? " Instead , we should clearly ask , " What part can you resolve by Friday ? " When you ask , " Can you cooperate ? " You should ask in more detail , " To cooperate with this process , what information do you need us to provide ? " " Can you rush this ? " In a conversation like this , if you rephrase it to , " Without affecting the quality , which part can be drafted first ? " So , when you frame your questions this way , the other party will feel that things are much more concrete .

**[10:22]:** In the FBI negotiation book , there is a quote I’d like to share : " Use ' how ' and ' what ' to ask questions , so the other party cannot just answer yes or no , but will be brought in to help solve the problem with you . "

**[10:38]:** Therefore , your method of questioning is usually crucial . Are you asking for a result , or are you asking to bring them in to solve the problem together ? So , don't just ask " Is it okay ? " instead ask " How can this be done ? " and " How can you truly achieve this ? " So , the core of this episode is four sentences I want to share with everyone .

**[11:03]:** These four sentences are very practical for use in meetings , emails , LINE messages , reports to your supervisors , and every confirmation or communication with your clients . First , we need to determine what our goal is . We must share the same goal , rather than having me pursue one goal and you another . So , I make sure our direction and goals are aligned : What is our goal ? We both need to show the draft to the supervisor by this Friday . Right , that is the goal . Second , what is the problem we are currently facing ? In other words , what is currently holding us back ? Oh , the thing holding us back is that three data points haven't been confirmed yet . That is the problem we are facing . Now , after identifying the problem , the third step is to offer a suggestion .

**[11:50]:** Since we’ve hit a roadblock , I would suggest : can we share the available data we have with everyone now ? So , I have made this suggestion . Fourth , finally , we need to confirm when it can be completed ; this is the key point . Once you have asked these questions and achieved this level of communication , it truly hits the ground running . Okay , when will I finish it ? My task is to finish it by 5 PM today , and release the first version tomorrow . So , when you have asked these four sentences , everyone knows what the next step should be . I believe this method of communication is highly applicable to any interaction you have in the workplace .

**[12:33]:** So , before ending every communication , I think everyone should repeatedly ask themselves : What is our goal right now ? What is the problem currently holding us back ? And what is my suggestion for the next step ? We need to confirm who will complete what task by what time . These four sentences are appropriate for every communication . When you break down all issues into these four questions , I believe every interaction you have will be very , very effective . Alright , I want to share a third case with you , which is when you are reporting to your supervisor . Because I actually face this problem too ; when someone in my department reports to me , they will tell me , " I have already handled it . " Or they might tell me , " I've already spoken to them , " " I've already emailed them , " or " I'll follow up .

**[13:27]:** " I hear things like this often , and as a manager , hearing these things actually makes me uneasy . Why am I uneasy ? Because I haven't heard the results . A report that truly puts a manager at ease should include clear numbers : " For the first set of client data , I've already received 70 % , and the remaining financial figures and lists will be completed by this time . " " I've already contacted the point of contact in that department to get the missing data , and if I don't receive it , I will take the following risk management measures . " Only when a manager hears these things can they truly feel at ease . Why ? Because I already know that you have a clear understanding of the current situation , and secondly , what is it ? You know what problems are currently occurring , where the gaps are , and most importantly , you know how to manage risks .

**[14:22]:** It means that if something happens , I have a plan for risk management . With risk management in place , I am very clear about what my next steps should be regarding this matter .

**[14:34]:** The value of communication isn't about how much you've said , but about making others feel clearer , more reassured , and more capable of making decisions about the next steps .

**[14:47]:** I think this is the true value of communication — it's not just about expressing yourself ; it's about actually communicating . Here , I want to leave you with three things to take away , three points to share with you . The first is : just because you spoke doesn't mean you've communicated . Only when there is action can it be considered effective communication . The second point : don't just ask if it's possible . Ask how it can be done . The third point : before every communication ends , you must confirm the next steps . Therefore , truly effective communication requires letting the other party know what the goal is , what the obstacles are , and what the next steps are . Who can complete what task and by when — that is what constitutes truly effective communication . Alright , in the next episode , I want to share with you how to deal with difficult people in the workplace — don't be in a rush to persuade them right away .

**[15:52]:** Actually , I think we all encounter such difficult people , or sometimes we might be the difficult ones ourselves , so where exactly does the problem lie ?

**[16:03]:** Is it because the other person — or perhaps we ourselves — are being unreasonable ? I’m sure that’s not the case , so in the next episode , I want to share with him where exactly the problem lies . Is he really that difficult to communicate with ? So , in the next episode , I’d like to share this topic with everyone . Alright , these are our company’s LINE customer service , our YouTube channel , and our official website . Please follow and subscribe to our trends channel . Our videos will be posted periodically . Thank you everyone .