Welcome back to Business English Pod for today’s English for meetings lesson on how to deal with interruptions during a meeting.

Meetings are a very important part of work life. They are where decisions are made, relationships are built, and work is coordinated. When meetings go smoothly, they can feel very productive. But meetings can easily become messy and unfocused.

In many cases, people compete for time and attention during meetings. They interrupt each other to give new ideas, disagree, or try to get their way. Knowing how to deal with interruptions is a critical skill if you want to participate fully in a meeting.

Interrupting people is easier if you learn some useful phrases. You can also learn language to help you stop an interruption and finish what you were saying. In some cases, you might need to concede someone else’s point, either partly or fully. When we concede a point, we are saying “okay, you’re right.” Sometimes that’s the key to moving on after an interruption.

In today’s dialog, we’ll join a meeting at a manufacturing company. Bill is the production manager and Mei Lin and Sam work in HR. They are discussing staffing and recruiting for a new production line. Bill is keen to hire new staff, but Sam and Mei Lin want to explore alternative approaches so there’s a lot of disagreement and interrupting during the meeting.

Listening Questions

1. What does Bill say is the purpose of the meeting?

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Welcome back to Business English Pod for the second part of our look at managing conflict with subcontractors. In this lesson we’re going to focus on dealing with scope creep, cost disputes and conflicting priorities.

When things go sideways with contractors, it’s rarely because of one big mistake. It’s usually a thousand small disagreements that pile up. Different expectations, unclear goals, or shifting priorities can spoil what’s supposed to be a healthy collaboration. Learning to manage these conflicts will help you keep projects on track and maintain trust.

When problems come up, smart project managers don’t avoid the hard conversations. Instead, they face things head-on. This requires good communication skills, and fortunately, these skills can be learned.

Some of the things you might face are conflicts over the scope of a project or resources. And don’t be surprised if you disagree on money, or costs. Learning to face these issues directly is one thing. But you also need to learn the art of compromise and seek constructive solutions.

In today’s dialog, we’ll join a telephone conversation between a project manager named Celia and a subcontractor named Raj. Celia works for a software development company that has hired Raj’s team to build a payment gateway module for a new banking app.

Listening Questions

1. What piece of work do Celia and Raj disagree about, in terms of whether its part of the project scope?

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Welcome back to Business English Pod for the first in a two-part lesson on English for project management and dealing with subcontractors. In this lesson we’re going to look at how to manage conflict with an external contractor.

Very few projects run perfectly smoothly. There are just too many variables involved to expect nothing to go wrong. One of the trickiest variables in any project is the people involved. And some of the trickiest people issues are conflicts with subcontractors or external vendors.

Conflict with subcontractors is almost inevitable. Different companies have different goals, priorities, and communication styles. Project managers who know how to handle tension early can prevent escalation and maintain a productive working relationship. And this can keep everyone focused on results instead of resentment.

Managing conflicts well requires a very tricky balance. You need to address issues and accountability head-on, while remaining diplomatic. You need to set expectations but steer away from too much blame. And it can be very helpful, as you do this, to reference documents to achieve clarity.

In today’s dialog, we’ll listen to a telephone conversation featuring a project manager named Celia at a software development company. Her company has outsourced the payment gateway module of a new banking app. Now she’s talking to Raj from the subcontractor about their first delivery, which doesn’t meet expectations.

Listening Questions

1. What are the problems that Celia introduces directly near the start of the dialog?

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Welcome back to the Business English Skills 360 podcast as we continue our look at how to develop a persuasive approach in business.

To be persuasive in business, you need more than facts and logic, and you must also connect emotionally. People make decisions with both their minds and their hearts, so showing warmth and friendliness helps make them more open to your ideas.

You don’t need to be overly social; simply showing empathy and genuine interest in others is enough. Asking questions not only builds rapport but also gives you insight into what motivates people, allowing you to adapt your approach.

Emotions play a key role in persuasion. You can appeal to fear (“sales may drop if we don’t act”), hope (“this plan will give us our weekends back”), or pride (“this will make us leaders in our field”). Another powerful emotion is belonging – people want to feel part of a group or shared vision. You can use this by framing your message around teamwork or industry trends (“the whole industry is moving this way”).

A couple of useful techniques are contrasting and hyperbole. Contrasting means presenting two choices where one clearly supports your message. Adding hyperbole, or deliberate exaggeration, can also make your message more memorable (“this could be the most important decision in our company’s history”).

Persuasion isn’t purely an exercise in logic. It’s not just people’s minds that you need to consider, but also their hearts. That’s why we try to make a connection with them emotionally, or personally. We try to learn about them so we can adapt our approach. We appeal to a broad range of their emotions. And we use techniques like contrast and hyperbole to ramp up the impact of our ideas.

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Welcome back to the Business English Skills 360 podcast as we look at how to develop a persuasive approach in business.

Persuasion is one of the most valuable skills in business, enabling professionals to influence decisions, gain support, and advance ideas. But effective persuasion is not about slick talk or manipulation – it relies on sincerity and well-chosen techniques.

Sincerity is the foundation. People are persuaded when they believe you genuinely believe what you are saying. If your audience senses dishonesty or hidden motives, trust quickly erodes. To demonstrate sincerity, share how you came to believe in your idea. For example, acknowledge initial doubts and explain what changed your perspective. Transparency also plays a major role. If you stand to benefit personally, acknowledge it openly while emphasizing broader benefits. This honesty builds trust and credibility.

Once sincerity is established, persuasion comes down to tailoring your approach to your audience. Logical thinkers respond to structured reasoning, such as outlining clear criteria for a plan. Others may be more influenced by authority or social proof, in which case citing respected figures or supporters can be effective. The key is to understand what motivates the people you are trying to influence.

Beyond adapting to individual mindsets, several techniques are broadly effective. Repetition reinforces ideas and makes them more memorable. For example, emphasizing a chain of cause and effect – like lowering costs leading to stronger growth – creates impact. Rhetorical questions are another powerful tool, framing choices in a way that guides the audience toward your conclusion without directly telling them what to think.

In short, successful persuasion blends sincerity with strategy. Believe in your message, be transparent about your motives, and then apply techniques that resonate with your audience. With this balance of trust and skill, you can significantly enhance your ability to persuade in business.

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Welcome back to Business English Pod for today’s lesson, the second part of our financial English series on discussing an audit.

Money is the language of business, and audits are one way companies prove they can be trusted with it. Audits check whether financial records are accurate and reliable. They help investors, managers, and the public see that the numbers tell the truth about the organization’s money.

If you’ve ever been a part of a discussion about an audit, you’ll know that there’s a lot of specialized language in the world of finance. And some of this language is what we call collocations, or natural combinations of words. We use collocations all the time. In fact, we store a collocation in our memory as one unit, rather than individual words.

Maybe you’ve noticed a few collocations I’ve already used. Earlier, I said “financial records,” which are the documents related to a company’s finances. I also said “to tell the truth,” which is a verb plus noun, showing that collocations include combinations of different types of words. And if you learn these combinations, you can both understand better and sound more fluent.

In today’s dialog, we’ll hear a conversation between Ray and Elaine, who work for an international company that has just gone through an audit. Ray is the CFO, or Chief Financial Officer, and Elaine is the CEO. In their conversation about the audit results, they use many collocations. We’ll explain these collocations later in the debrief.

Listening Questions

1. Ray says that the “audit findings” revealed a gap. What financial process is this gap related to?

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Welcome back to Business English Pod for today’s lesson, the first in a two-part series on financial English for discussing an audit.

Financial audits have a way of increasing stress within a company. Suddenly everyone’s paying attention as reports get checked, numbers are reviewed, and details that seemed minor yesterday become urgent today. Audits can feel intense, but they are a critical part of good business practice.

Like many other financial processes, the world of audits has its own language or vocabulary. And much of this language comes in the form of “collocations.” Collocations are words that go together naturally. They are combinations of words that we learn as a group, rather than individually.

For example, a minute ago I said “everyone suddenly pays attention.” We always use that verb “pay” with the noun “attention.” It’s a strong collocation. That expression includes a verb and a noun, but collocations can feature any word forms. “For example” is a collocation that has a preposition and a noun, for example.

In today’s dialog, we’ll hear a conversation between Ray and Marcia. Ray is the Chief Financial Officer for an international company. Marcia is an auditor with an accounting firm hired to do an audit of Ray’s company. During their conversation about the upcoming audit, Ray and Marcia use many English collocations. We’ll explain these collocations later in the debrief.

Listening Questions

1. What does Ray hope to do in the week following the 15th of the month?

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In this Business English News lesson on the effects of tariffs on global trade, we look at business English vocabulary related to the global supply chain and economics.

With his recent moves, Donald Trump has plunged the global economy into a new era of mercantile competition. He slapped tariffs on numerous trading partners even as he finalized new deals with others, such as Japan and the EU. The US president’s executive order last month announcing the tariffs said they were designed to reduce America’s trade deficit. As the Washington Post reports:

Since returning to office, Trump has raised US tariffs to their highest level since the 1930s, with an average rate of about 17% on nearly 45% of all imports. New 25% tariffs have been announced on India, with 50% on Brazil and copper imports. Although the administration has signed framework deals with key partners such as the EU and Japan, analysts warn these agreements remain fragile and insufficient to offset rising input costs and legal challenges.

The consequences of these sweeping tariff increases are being felt deep within the mechanics of global trade. As costs rise and agreements remain uncertain, businesses are struggling to maintain operational stability. Nowhere is this more evident than in global supply chains.

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Welcome back to Business English Pod for today’s lesson on how to keep a conversation going while socializing at work.

Some people are natural talkers. They seem to be able to start conversations, and maintain conversations, so easily. You might think this is an ability people are born with. Either you have it or you don’t. Either you have a social personality, or you don’t. But conversation is actually a skill.

And if conversation is a skill, then you can develop it through practice. In our last lesson, we practiced starting a conversation with someone. Once you’ve got the conversation started, it sure is uncomfortable if you don’t know how to keep it going. So we need a different set of skills and language to maintain the flow of conversation.

One thing you might do in this situation is direct the conversation or change the topic. And to keep the other person engaged, you’ll want to show interest and comment on what they’re saying. That makes them feel good and want to keep the conversation going. Showing interest often means asking follow-up questions and showing empathy or personal care or attention.

In this lesson, we’re going to go back to the first dialog we heard in the previous lesson, which featured Penny and George. Penny and George work for an international company called Multi-Fresh, which is hosting a conference for its employees. We’ll hear how Penny develops her conversation with George.

Listening Questions

1. What is the word or topic that Penny uses to change the topic of conversation?

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Welcome back to Business English Pod for today’s lesson on how to start a conversation while socializing at work.

For many people, starting a conversation with someone can be a huge challenge. And it doesn’t get any easier when you’re doing this in another language! But it is one of the most important skills for building professional connections. A simple chat at a conference or event can lead to new opportunities, ideas, or contacts helpful for your career.

Learning to network confidently will help you feel more comfortable and prepared in professional and social situations. So what are some of the things you should think about? Well, you might start by introducing yourself, especially to someone you recognize but haven’t met in person before. You might also use questions to break the ice and start a conversation on a simple and safe topic.

Informal conversations can be tricky. For one thing, you need to know how to handle a situation where you forget someone’s name. You also need to be able to find ways to keep a conversation going and, when the situation calls for it, end it politely.

In this lesson, we’ll hear two dialogs that take place at an HR conference for an international company called Multi-Fresh. In the first dialog, we’ll hear Penny strike up a conversation with George. In the second dialog, Pat tries to strike up a conversation with George.

Listening Questions

1. What information does Penny give when she introduces herself to George?

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