English Energy: Strategic Communication for Leaders

Episode 1

The Networking Event

First impressions, elevator pitches, and the Claim + Evidence + Offer formula

Before Class

Read and prepare

Lesson 1A

In-class analysis

Lesson 1B

Speaking and role-play

Complete

Episode finished

How the Flipped Lesson Works

Complete this section before your class. Read the dialogue, study the vocabulary, and reflect on the questions. When you arrive at Lesson 1A, your teacher will skip the explanations and go straight into deep analysis and speaking practice. You will speak for at least 40 of your 60 minutes in class.

Estimated time: 20 minutes at home

Step 1

Study the Vocabulary

7 min

Click each card to reveal the definition. Save the ones you want to remember to your Word Bank.

Click a card to reveal the definition

"Secret sauce"

tap to reveal

Your unique competitive advantage.

"Our secret sauce is the speed of our data processing."

"Quite a claim"

tap to reveal

Polite scepticism, curious but not yet convinced.

"That's quite a claim, can you back it up?"

"Infectious enthusiasm"

tap to reveal

Your energy genuinely inspires others.

"Her infectious enthusiasm got the whole room excited."

"Specifically tailored"

tap to reveal

Customised for one person's exact needs.

"I'll prepare something specifically tailored to your portfolio."

"Set up"

phrasal verb

tap to reveal

To arrange or establish.

"Let's set up a call for next week."

"Follow up"

phrasal verb

tap to reveal

To continue contact after a meeting.

"I'll follow up with you by Tuesday."

"Get back to"

phrasal verb

tap to reveal

To reply or respond later.

"Can I get back to you on that?"

Step 2

Read the Dialogue

8 min

Read actively, not passively

As you read each scene, look for the vocabulary words you just studied. Notice how they are used naturally. After each scene, answer the analysis question in your head before reading on.

Scene 1: Meeting Maya

Global Leaders Summit, London

Maya, one of the event organisers, spots Nina standing alone near the entrance.

Nina

Quite an evening, isn't it?

Maya

Tell me about it. I've been here since six this morning.

Nina

Nina Chen. Analytics startup. We make data actually useful for people.

Maya

Maya. I organise this chaos. Which company are you hoping to connect with tonight?

Nina

Honestly? Anyone who's frustrated with their current data tools. That's usually everyone in the room.

Maya

[laughs] Fair point. You should talk to James Davidson, he's over by the bar.

Before you read on

How did Nina introduce herself without sounding like a sales pitch? What was her strategy?

Scene 2: Meeting James Davidson

Investment Partner, standing at the bar

James

And what exactly does Nexus Analytics do?

Nina

We turn financial compliance data into something companies can actually use. Most firms spend 40% of their analyst time just formatting reports. We cut that to 8%.

James

Quite a claim.

Nina

It is. I'll send you the case study. Financial compliance is one of our strongest areas. We helped a major bank reduce processing time by 60%. I'll prepare something specifically tailored to your portfolio.

James

I'd like to see that. Set up a meeting with my assistant.

Before you read on

Find the Claim + Evidence + Offer formula in Nina's response. Where exactly is each part?

Scene 3: Meeting Lucia Ferreira

Head of Compliance, approaches Nina after overhearing

Lucia

The EU regulations are getting stricter every quarter. We're looking for exactly that kind of technology.

Nina

I understand completely. We're working with two energy companies right now on exactly this problem. Perhaps we could discuss this properly over the next few days?

Lucia

Yes, let's do that. Can you follow up with me next week?

Nina

Absolutely. I'll get back to you by Tuesday.

Before you read on

What low-pressure closing phrase did Nina use? Why does it work better than "Can I send you my brochure?"

Step 3

Reflect Before Class

5 min

Think about these questions before class. Jot a few words — you will share your answer at the start of Lesson 1A.

"Think of someone you met professionally and still remember. What made them memorable?"

"What is the difference between pitching and connecting? Which feels more natural to you?"

"In your own words: what is the Claim + Evidence + Offer formula? Can you apply it to your work?"

Before Class

I am Ready for Class When...

I have studied all 7 vocabulary cards and saved at least 3 to my Word Bank

I have read all three scenes and answered the analysis questions in my head

I have thought about the three reflection questions and have my own examples ready

I can explain the Claim + Evidence + Offer formula using an example from my own work

Ready for Lesson 1A? Tick all items above, then go to Lesson 1A for your in-class session.

Warm-up

Before Class Review

5 min

You have already read the dialogue and studied the vocabulary at home. Now let's check what you remember and discuss what you noticed.

Think about: Who did Nina remind you of? Have you met someone like her at a networking event?

Quick vocab check: Can you explain these words without looking at your notes? Secret sauce. Specifically tailored. Follow up.

Today's goal: We are going to pull apart exactly what Nina does well. Then you will do the same thing with your own job.

Analysis

The Claim + Evidence + Offer Formula

15 min

Before you look at the breakdown: can you find the Claim, Evidence, and Offer in Scene 2?

Re-read Nina's conversation with James. Try to identify each part of the formula yourself before scrolling down.

Claim

Make a bold statement

"Most firms spend 40% of their analyst time just formatting reports. We cut that to 8%."

Evidence

Back it up with data

"We helped a major bank reduce processing time by 60%."

Offer

Make it personal

"I'll prepare something specifically tailored to your portfolio."

CCQ: Concept Check Questions

James says "Quite a claim." Is this rude or polite? What does Nina do next and why does it work?

What is the difference between "I'll follow up" and "Can I send you my brochure?" Which is stronger?

In Scene 1, Nina does NOT use the formula. Why not? What is she doing instead?

Setting

Setting the Scene

The Scene

The Global Leaders Summit, London. Two hundred senior executives, investors, and founders are gathered for an evening reception. Nina Chen has one night to make the right connections for Nexus Analytics.

Reference

Dialogue Quick Reference

Students read this at home. Refer to it during discussion.

Scene 1 Nina meets Maya. Low-pressure opening. No pitch. Builds rapport.

Nina

Quite an evening, isn't it?

Maya

Tell me about it. I've been here since six this morning.

Nina

Nina Chen. Analytics startup. We make data actually useful for people.

Maya

Maya. I organise this chaos. Which company are you hoping to connect with tonight?

Nina

Honestly? Anyone who's frustrated with their current data tools. That's usually everyone in the room.

Maya

[laughs] Fair point. You should talk to James Davidson, he's over by the bar.

Scene 2 Nina uses Claim + Evidence + Offer with investor James Davidson.

James

And what exactly does Nexus Analytics do?

Nina

We turn financial compliance data into something companies can actually use. Most firms spend 40% of their analyst time just formatting reports. We cut that to 8%.

James

Quite a claim.

Nina

James

I'd like to see that. Set up a meeting with my assistant.

Scene 3 Nina adapts: empathy first, no pitch. Closes with low-pressure follow-up.

Lucia

The EU regulations are getting stricter every quarter. We're looking for exactly that kind of technology.

Nina

I understand completely. We're working with two energy companies right now on exactly this problem. Perhaps we could discuss this properly over the next few days?

Lucia

Yes, let's do that. Can you follow up with me next week?

Nina

Absolutely. I'll get back to you by Tuesday.

Teaching Pause

TP 1: The Art of the Introduction

Key Phrase

"Quite an evening, isn't it?"

A light, low-stakes observation to open a conversation. Much easier than asking a direct question. It invites a response without putting pressure on the other person. Perfect for networking when you are not sure where to start.

Key Phrase

"We make data actually useful for people."

Notice what Nina does NOT say: no jargon, no job title. She describes the outcome for people, not the product. This is the most memorable kind of introduction. Ask yourself: what do you make possible for people?

Practice Tip

The three-part introduction formula:
Your name → Your company or role → What you make possible for people.

Example from the dialogue: "Nina Chen. Analytics startup. We make data actually useful for people."

When asked "Who are you hoping to meet?" give an honest, specific answer like Nina does. It is more memorable and often gets you a warm referral.

Teaching Pause

TP 2: Numbers That Tell Stories

Viva’s Insight

Nina uses a specific number (40%) to make her point memorable, but she also adds the human element (her diverse team). The best communicators blend data with story.

Key Phrase

"That's quite a claim."

British way to show interest while maintaining healthy scepticism. Not rude, it’s an invitation to prove your point.

Useful Extension

"I'd love to hear more."

Not in the dialogue, but a natural next line. Polite and genuine way to suggest continuing the conversation without pressure. Try it in your role-play later.

Teaching Pause

TP 3: Empathy Before Solutions

Viva’s Analysis

Look at Scene 3 carefully. When Lucia shares her problem, Nina does NOT pitch. She says: “I understand completely.” First empathy, then relevance: “We’re working with two energy companies right now on exactly this problem.” Only then does she suggest a next step.

Key Phrase from Dialogue

"I understand completely."

Empathy before offering solutions. One of the most powerful moves in professional communication. It tells the other person: I hear you, I am not selling yet.

Key Phrase from Dialogue

"Perhaps we could discuss this properly over the next few days?"

A low-pressure closing. Nina does not ask for a sale. She asks for a conversation. This is much softer than "Can I send you my brochure?" and much more likely to get a "yes."

Cultural Note

In British business culture, listening is valued more than talking. The person who asks the best questions is often seen as the most intelligent person in the room.

Teaching Pause

TP 4: Confident Claims & Evidence

Viva’s Key Pattern: Claim + Evidence + Offer

Claim: “Financial compliance is one of our strongest areas.”
Evidence: “We helped a major bank reduce processing time by 60%.”
Offer: “I’ll prepare something specifically tailored to your needs.”

Key Phrase

"Specifically tailored"

Shows you will customise for their needs, not a generic pitch. This phrase alone signals professionalism.

Key Phrase

"Your enthusiasm is infectious."

A genuine compliment about someone’s communication style, use it when you mean it.

Teaching Pause

TP 5: Building Strategic Relationships

Nina's Three Modes

With Maya (Scene 1): Low-pressure, human, no pitch yet
With James (Scene 2): Data-driven, confident, Claim + Evidence + Offer
With Lucia (Scene 3): Empathetic listener, adapts to the other person's need

Notice how Nina shifts her style for each person. This is strategic communication, not a one-size-fits-all script.

Key Takeaway

Great networking is not about collecting business cards. It is about reading the room and adapting to each person. The best communicators are the best listeners.

Framework

Communication Frameworks

5 min

Three-Part Introduction

Step 1

Your Name

Step 2

Your Role

Step 3

Something Memorable

CEO Formula: Claim + Evidence + Offer

Claim

A bold, specific statement

Evidence

A number or proof point

Offer

A clear next step

Before Lesson 1B

Prepare at Home Before Next Class

15 min

Do this at home before Lesson 1B

Lesson 1B is your speaking class. You will role-play, discuss, and present. To get the most from it, complete these three tasks at home first.

Task 1: Write Your Own C.E.O. Formula

Write a Claim + Evidence + Offer for YOUR real job. Use a real number. You will present this in class.

My Claim

My Evidence

My Offer

Task 2: Self-Check Grammar

Complete the Grammar Focus: Present Perfect vs Past Simple section below. Do the exercises and check your own answers.

Task 3: Practise Out Loud

Say your C.E.O. formula out loud 3 times. Time yourself: can you deliver it in under 30 seconds? Record yourself on your phone if you feel comfortable.

I have written my own C.E.O. formula with a real number from my work

I have completed the grammar exercises and checked my answers

I have practised my formula out loud and can deliver it in under 30 seconds

Ready for Lesson 1B? Tick all items above, then go to Lesson 1B for your speaking session.

Warm-up

Grammar Quick Check + C.E.O. Share

10 min

You prepared your own C.E.O. formula and practised grammar at home. Let's start with a quick check, then move to speaking.

Grammar quick check: "I ___ (work) in finance for five years." Past Simple or Present Perfect? Why? Be ready to explain your answer.

Share your C.E.O. formula: Read your formula to your partner. Your partner gives one piece of feedback: "Your claim was strong because..." or "Your evidence needs a number."

Best formula: Who wants to share their formula with the whole group? The group votes: would you take the meeting?

Discussion

Apply It to Your World

10 min

These questions go beyond the dialogue. Connect the lesson to your own professional life.

"What is your 'secret sauce'? Complete this sentence: I help people/companies... by... so that..."

Pair share 3 min

"Nina used data (40%, 60%). What data or result from your work could you use as Evidence in your CEO formula?"

Think 1 min, share 3 min

"Describe a moment at work when you had to convince someone quickly. What did you do? Would the C.E.O. formula have helped?"

Open discussion 4 min

Role-play Round 1

The Summit Scenario

12 min

The Situation

You are at an industry conference. Student A plays a professional from their own field. Student B plays a senior decision-maker who is time-pressured. Use your real job and real results. Then swap roles.

Card A

You, The Professional

Use your real name and real role

Use the formula you prepared at home

Claim

What result do you deliver?

Evidence

One number or real example

Offer

What is your next step?

Your mission

Open naturally, not with your pitch

Use C.E.O. when they ask what you do

End with a concrete next step

Card B

The Decision-Maker

Sceptical, time-pressured, senior

Your secret information

You are actually interested in exactly what Card A offers, but you will not show it easily. You have budget to spend this quarter. You only give a meeting if they impress you in 3 minutes.

Push back with these lines

"That's quite a claim. Give me a number."

"We already work with a competitor. What makes you different?"

"I only have two more minutes. Make it count."

Give the meeting if...

...they used a real number, adapted to your pushback, and closed with a specific next step. Otherwise, say "I'll think about it."

Feedback

Peer Feedback: What Worked?

3 min

After Round 1, give your partner specific feedback. Use these sentence starters:

What worked

"Your claim was strong because..."
"I liked how you..."
"The number you used made me believe you because..."

What to improve

"Next time, try adding a specific number..."
"Your offer could be more concrete, for example..."
"You could open more naturally by..."

Role-play Round 2

New Partner, Improved Formula

10 min

Change partners. Use the feedback from Round 1 to improve.

Same scenario, but this time you already know what to fix. Your new partner has different pushback energy. Adapt.

Goal: This time, focus on feeling natural. Less reading, more eye contact, more like a real conversation.

Time pressure: Card B starts with "I have exactly 2 minutes. Go." This forces Card A to be concise.

Live Application

Best Pitch: Present to the Group

10 min

Speaking Task

Deliver your C.E.O. formula to the whole class

Each student stands up and delivers their formula in under 30 seconds. The class plays the role of sceptical investors. After each pitch, the group votes: "Would you take the meeting?"

30 seconds per person

Everyone presents

Class votes after each pitch

Language to use

Claim: "Most [clients/companies/teams] spend [X] on [problem]. We cut that to [Y]."

Evidence: "We've already worked with [type of client] and achieved [specific result]."

Offer: "I'd love to prepare something specifically tailored to your situation."

Debrief

Speaking Self-Assessment

5 min

After the role-plays, assess your own performance honestly.

Criterion

Strong

Developing

Needs work

I used the Claim + Evidence + Offer structure clearly

I used at least 3 vocabulary items from this episode

I used specific numbers or evidence, not vague statements

I sounded natural and confident, not rehearsed

I improved between Round 1 and Round 2

Final reflection

Think about this: what was the hardest part of using the formula with YOUR real job? The claim? Finding evidence? Or making it feel natural?

Episode 1 Complete

You studied the Claim + Evidence + Offer formula, analysed a real networking dialogue, practised it twice with different partners, and presented it to the group. That is how senior professionals learn to communicate.

"The best communicators are not the most fluent. They are the most prepared."

Homework

Before Episode 2

5 min

Prepare for Next Episode

Episode 2: The First Meeting

Observe: This week, notice how people introduce themselves at work. Do they use a pitch or a conversation? Write down what you hear.

Challenge: Use your C.E.O. formula once this week in a real situation. It does not have to be perfect. Write down what happened.

Prepare: Complete the Episode 2 Before Class section: study vocabulary, read the dialogue, answer reflection questions.

Self-Study

Practice Exercises

at home

Complete these exercises at home to check your understanding

These exercises review the vocabulary and dialogue from Episode 1. Do them after Lesson 1A or before Lesson 1B.

Part A · Vocabulary Quiz

1. What does "secret sauce" mean in business?

Competitive advantage

A cooking recipe

A hidden agenda

A secret document

2. "That's quite a claim" expresses...

Interest with mild skepticism

Complete agreement

Disbelief

Anger

3. "Specifically tailored" means...

Customised for particular needs

Generally applicable

Very expensive

Difficult to produce

4. "Your enthusiasm is infectious" means...

Your excitement inspires others

You're making people sick

You talk too much

You're too emotional

5. "Follow up" means...

To continue contact after a meeting

To walk behind someone

To copy what someone did

To cancel a meeting

Part B · Complete the Phrases

1. "Quite an ___, isn't it?"

2. "We ___ that to 8%."

3. "I'll prepare something specifically ___ to your portfolio."

4. "Perhaps we could ___ this properly over the next few days?"

5. "Can you ___ up with me next week?"

Part C · True or False

1. Nina approached Maya first at the event.

2. James is an investor.

3. Nexus Analytics helps reduce costs by up to 40%.

4. Lucia works in fashion technology.

5. Nina used the Claim + Evidence + Offer formula with every person she met.

Grammar Focus (CELTA)

Present Perfect vs Past Simple

🔍 Stage 1: Discover the Meaning

Look at these sentences from Episode 1. Both talk about the past, but they feel different. Why?

A: "I 've seen your name on the speaker list!"

B: "I moved from Shanghai six months ago."

C: "We 've been growing fast."

D: "We helped a major bank reduce costs by 60%."

🤔 Guided Discovery Questions

In sentence B, do we know exactly when Nina moved? (Yes: "six months ago")
In sentence A, does Maya say exactly when she saw the name? (No)
In sentence C, has the growth stopped, or is it still connected to now?
In sentence D, is this a specific completed project in the past?
Which sentences feel more connected to the present moment?
Which sentences describe a specific completed event in the past?

✅ The Core Difference

Past Simple = a finished action at a specific time in the past. The time is known (or feels complete and distant).

Present Perfect = a past action with a connection to the present. The exact time is not important, the result or experience matters NOW.

Past Simple
"I moved here six months ago."
→ specific time: ✓ "ago"

Present Perfect
"I've seen your name before."
→ no specific time, relevant now

❓ Concept Check Questions (CCQs)

"I worked at Google for five years.", Do we know this is finished?

○ Yes, they don't work there now

○ No, they might still work there

"I have worked in fintech for five years.", Are they still in fintech?

○ No, it's finished

○ Yes, still working there now

"She launched her company in 2019.", Is the time specific?

○ Yes, "in 2019" → Past Simple

○ No, no time given

"She has launched three products.", Is the focus on when, or on the result?

○ On when (specific time)

○ On the result / experience now

📝 Stage 2: The Form

Tense	Structure	Key time words	Example
Past Simple	Subject + V₂ / irregular	yesterday, ago, last year, in 2019, when I was...	"I moved here six months ago."
Present Perfect	Subject + have/has + V₃	just, already, yet, ever, never, recently, since, for	"I've recently launched a new module."
Pres. Perfect Continuous	Subject + have/has + been + V_ing	for, since, how long	"We've been growing fast."

⚠️ The Classic B1+ Mistake

❌ ~~"I have moved to London six months ago."~~

✅ "I moved to London six months ago." ("ago" = specific time → Past Simple)

❌ ~~"I worked in finance since 2018."~~

✅ "I have worked in finance since 2018." ("since" = connected to present → Present Perfect)

🎤 Stage 3: Pronunciation, Contractions & Weak Forms

In natural spoken English, Present Perfect is almost always contracted. Listen carefully:

"I've SEEN your name on the speaker list."

"I've" = /aɪv/, very quick. Main stress on SEEN.

"We've been GROWing fast."

"We've been" is light, stress falls on GROWING.

"I MOVED from Shanghai six months Ago."

No contraction in Past Simple. Stress on MOVED and A-go.

"We HELPED a major bank reduce costs by SIXty percent."

Controlled Practice Past Simple or Present Perfect?

Choose the correct form. Think about whether a specific time is given.

1. "I ___ in three different countries." (no specific time, life experience)

○ worked

○ have worked

2. "Nina ___ her company in 2021." ("in 2021" = specific time)

○ founded

○ has founded

3. "We ___ fast since we launched the new module." ("since" = connected to now)

○ grew

○ have been growing

4. "Jack ___ in Rome before he moved to London." (before a past event)

○ studied

○ has studied

5. "I ___ already ___ three people I want to follow up with." (result relevant now)

○ already met

○ have already met

6. "Nina ___ James at last year's summit." ("last year" = specific)

○ met

○ has met

Gap Fill Use the correct form of the verb

1. "I ___ (work) in sustainability for six years, and last year I ___ (join) GreenTech."

2. "Nina ___ (move) to London six months ago, and since then she ___ (attend) four major conferences."

3. "Mark ___ (lead) the finance team for three years. Before that, he ___ (work) at Barclays."

🌐 Networking Phrases: Present Perfect in Action

In networking, Present Perfect is used constantly. These are the most common patterns:

"I've been working in fintech for about five years."

"I've recently started a new role at..."

"Have you ever worked with clients in Asia?"

"I've just launched a new product, it's been quite a journey."

Freer Practice Introduce Yourself, Networking Style

Use both tenses to talk about yourself. Say your answers out loud.

Present Perfect: How long have you been working in your industry?
Past Simple: How did you get into your current field?
Present Perfect: What's the most interesting project you've worked on recently?
Past Simple: Where did you study or start your career?
Mix: Introduce yourself in 3-4 sentences using both tenses, as if you're at a networking event.

Episode 2

The First Meeting

Agenda-setting, structured openings, and the ACE framework for difficult questions

Warm-up

Homework Check

5 min

Review what students prepared before class.

Review: Student Meeting Opening Formula sentences, share 2 or 3 examples with the class.

Warm-up question: "Has anyone ever been in a meeting with no agenda? What happened?"

Vocabulary

Key Terms

10 min

Click a card to reveal the definition

"Tune out"

phrasal verb

tap to reveal

To stop paying attention, mentally switch off.

"If slides are too dense, people tune out after slide 3."

"That changes everything"

tap to reveal

A strong enthusiastic response to a surprising idea.

"We found a 60% efficiency gain. That changes everything."

"Stick to the plan"

tap to reveal

Follow the original approach without improvising.

"Can we stick to the plan for now and come back to that later?"

"Walk you through"

tap to reveal

Explain step by step.

"Let me walk you through exactly how this works."

"Come back to it"

tap to reveal

Return to a topic after dealing with something else.

"That's a great point, let's come back to it after the demo."

"Bring up"

phrasal verb

tap to reveal

To introduce a topic.

"I'd like to bring up a concern about the timeline."

"Go over"

phrasal verb

tap to reveal

To review or explain in detail.

"Let me go over the key points again."

"Wrap up"

phrasal verb

tap to reveal

To finish or conclude.

"Let's wrap up this section and move to questions."

Setting

Setting the Scene

The Scene

Nexus Analytics HQ, London. Nina's team is hosting their first formal meeting with potential client GreenTech Solutions. The room is set, the slides are ready, and the pressure is on to make a strong first impression.

Dialogue

The First Meeting: Three Scenes

10 min

Scene 1: Opening the Meeting

Nina welcomes the GreenTech Solutions team as they settle into the conference room.

Nina

Thanks so much for coming in today. We're really pleased to have you here at Nexus Analytics.

David

Happy to be here. We've heard a lot about your platform.

Nina

Great. I'd like to suggest a structure for today, if that works for you. We'll start with a brief overview of who we are, then Jack will walk you through the product, and Mark will cover the numbers, with plenty of time for questions at the end. The whole thing should take about 45 minutes. Does that sound reasonable?

David

Perfect. Let's get started.

What just happened? Count the steps Nina used. Which step do most people skip?

Scene 2: Jack's Pitch

Jack takes the floor to present the product, but goes off script.

Jack

You know, numbers don't make people feel anything. Stories do. Let me tell you about a company like GreenTech. They were spending 12 hours a week just on compliance reports. That's not a statistic. That's a kitchen table where someone finally gets to have dinner with their kids. That's a holiday they can actually afford.

David

That's actually quite powerful.

Mark

Jack, can we stick to the plan?

Jack

I am sticking to the plan. The plan is to make them care. What matters is how we help them, not just what we do.

What just happened? Jack and Mark disagree. Who do you think is right? Why?

Scene 3: The Difficult Question

David Chen from GreenTech interrupts the presentation with a sharp question about data security.

David

Wait. Before we continue, what happens to our data? Who has access?

Nina

That's a really important question, David. I completely understand your concern. Data security is non-negotiable for us too. Let me walk you through exactly how we handle this.

David

OK, that's reassuring. Can we go over the technical details later?

Nina

Absolutely. I'll set up a separate call with our security team.

What just happened? Find the three parts of the ACE framework in Nina's response.

Teaching Pause

TP 1: Managing a Conversation

Viva’s Analysis

Jack is full of creative energy, his mind jumps between ideas. This is a strength in brainstorming. But in structured moments like pre-meeting preparation, the team needs focus. Notice how Nina and Martina redirect him with respect, not frustration.

Key Phrase

"Can we stick to the plan?"

Polite but firm. The word “we” makes it collaborative, not a personal criticism.

Key Phrase

"If you notice yourself going off topic, just take a breath."

Offers practical support without judgement, frames it as something that could happen to anyone.

Key Phrase

"That's your strongest moment."

Channels someone’s energy into a positive direction, “don’t do X” becomes “save your best for here.”

Teaching Pause

TP 2: Opening a Meeting Like a Pro

Viva’s Analysis

Nina’s meeting opening is textbook-perfect. You can apply this five-step formula to any professional meeting.

Welcome & Thank
“Thank you for coming in. We’re really pleased to have you here.”

Propose the Structure
“I’d like to suggest a structure for today, if that works for you.”

Outline the Agenda
“We’ll start with... Then... After that... And finally...”

Give a Time Frame
“The whole thing should take about forty-five minutes.”

Check Agreement
“Does that sound reasonable?”

Key Phrase

"We want this to feel like a conversation, not a lecture."

Sets the tone, shows confidence by inviting challenge and discussion rather than performing at the audience.

Teaching Pause

TP 3: The Art of the Pitch

Viva’s Analysis: Numbers to Narratives

Jack’s technique is incredibly persuasive: take data and turn it into a human story. His challenge isn’t creativity, it’s containment. Watch how he learns to channel his energy rather than scatter it.

Key Phrase

"Numbers don't make people feel anything. Stories do."

A strong, memorable contrast. Short sentences create impact in presentations, use this structure deliberately.

Key Phrase

"...but we can discuss that another time."

The perfect self-correction phrase, acknowledges the tangent then returns to the main point without losing credibility.

Teaching Pause

TP 4: Handling Difficult Questions

The ACE Framework

When someone raises a concern, your first instinct may be to defend. But the most powerful response is to acknowledge first, then answer.

Acknowledge
“That’s a really important question.” / “I’m glad you’ve raised it.”

Connect
“I completely understand your concern.” / “We know it’s a dealbreaker.”

Explain
“Let me walk you through...” / “Here’s what we’ve done...”

Key Phrase

"We've invested heavily in this area precisely because..."

Reframes a potential weakness as a strength, “we know this matters, so we prioritised it.”

Framework

Communication Frameworks

5 min

ACE Framework: Handling Difficult Questions

Acknowledge

Validate the question

Connect

Show shared concern

Explain

Give the real answer

Meeting Opening Formula: 5 Steps

Welcome and thank the group

State the purpose

Outline the structure

State the time

Check for agreement, "Does that sound reasonable?"

Discussion

Discussion Prompts

15 min

"When someone asks a question you're not ready for, what do you usually do? Is there a better strategy?"

Allow 4 min

"Jack says: 'The plan is to make them care.' Do you agree that emotion is part of professional communication?"

Allow 5 min

"Practice: Open an imaginary meeting using the 5-step formula. Your partner plays the client."

Allow 6 min

Role-play

Role-play Cards

15 min

Card A

Nina Chen

Meeting Host

Goal

Run a professional, structured meeting that handles a tough question gracefully.

Context

This is your most important client meeting of the year. You must stay professional even when Jack improvises.

Opening Lines

"Thanks so much for coming in today."

"I'd like to suggest a structure for today."

"Does that sound reasonable?"

Card B

David

Client, GreenTech

Goal

Evaluate whether Nexus Analytics is the right partner. You have one major concern: data security.

Context

You are cautious but interested. Ask your tough question at a natural moment.

Opening Lines

"We've heard good things about your platform."

"Before we continue, what happens to our data?"

"Can you go over the security details?"

Homework

Before Episode 3

5 min

Prepare for Next Class

Episode 3: The Presentation

Prepare: Find 3 numbers that describe your company or your work. Translate each one into human impact using the "So What?" test.

Watch: A TED talk of your choice. Count how many slides they use. Do they follow the 10-3-1 rule?

Write: Your closing question for a presentation, the one powerful question that makes the audience think about themselves.

Challenge: Practise presenting your 3 numbers with 2-second pauses. Record yourself.

Self-Check

Practice Exercises

10 min

Part 1 · Meeting Language

1. What is the best way to open a business meeting?

"Let's start. We don't have much time."

"Thank you for coming in. I'd like to suggest a structure for today."

"Has everyone got coffee? Right, let's go."

"I hope you all read the agenda I sent."

2. Someone asks a difficult question. What should you do FIRST?

Immediately defend your position

Change the subject

Acknowledge the question and show you value it

Ask them to repeat the question to buy time

3. Which phrase is best for redirecting someone who has gone off topic?

"That's not relevant right now."

"Can you please stop?"

"That's a great point. Can we come back to it after we've covered the agenda?"

"Moving on…"

Part 2 · Gap Fill

1. "I'd like to __________ a structure for today, if that __________ for you."

2. "That's a really __________ question. I'm __________ you've raised it."

3. "Let me __________ you __________ our security system."

Part 3 · True or False

1. Nina asked the client if the proposed agenda worked for them.

2. Jack was able to stay completely focused throughout the entire meeting.

3. When David asked about security, Nina let Mark answer because it was his area of expertise.

4. Jack never managed to correct himself during the meeting.

Grammar Focus (CELTA)

Future Forms (will / going to / Pres. Continuous)

🔍 Stage 1: Discover the Meaning

Look at these sentences from Episode 2. What's the difference?

a) "Mark is going to take you through the financial model."

b) "I'll save it. Trust me, it's worth the wait."

c) "The GreenTech team is arriving at nine."

🤔 Guided Discovery Questions

In (a), did Nina plan this before the meeting, or did she decide at that moment?
In (b), did Jack plan to stop talking, or did he decide spontaneously?
In (c), is this a fixed arrangement or a vague intention?

✅ Answers

(a) "going to" = a plan decided before the moment of speaking.

(b) "will" = a spontaneous decision made at the moment of speaking.

(c) Present Continuous = a fixed arrangement with a confirmed time and place.

❓ Concept Check Questions (CCQs)

"We're going to present the data first.", Did we decide this before now, or right now?

○ Before now

○ Right now

"Oh wait, I'll grab some water for everyone.", Was this planned?

○ It was planned

○ They just thought of it

"Sarah is meeting us at 2pm tomorrow.", Is this certain and arranged?

○ Certain and arranged

○ Just an idea

📝 Stage 2: The Form

Future Form	Structure	Use	Example
will	Subject + will + base verb	Spontaneous decisions, offers, promises	"I'll save it for later."
going to	Subject + be + going to + base verb	Plans decided before now	"Mark is going to present."
Pres. Continuous	Subject + be + verb-ing	Fixed arrangements (confirmed)	"They're arriving at nine."

🎤 Stage 3: Pronunciation

"Mark's GONna take you through the numbers."

"going to" becomes "gonna" /ˈgʌnə/ in natural speech, standard spoken English.

"I'll SAVE it. Trust me."

"They're aRRIving at NINE."

Controlled Practice Choose the Correct Form

1. "The client __________ at 3pm. It's all confirmed." (arrive)

○ will arrive

○ is arriving

○ is going to arrive

2. "Oh, we've run out of handouts. I __________ some more." (print)

○ 'll print

○ 'm printing

○ 'm going to print

3. "We've discussed it and we __________ the proposal next week." (send)

○ 'll send

○ are sending

○ are going to send

Freer Practice Speaking Prompts

Tell a colleague about a meeting you've already arranged for tomorrow. (Present Continuous)
A colleague drops their papers. Offer to help. (will)
You've been planning to change your presentation style. Tell a friend. (going to)
Your phone rings during a meeting. What do you say? (will)
Describe your team's plans for a project you've been discussing. (going to)

Episode 3

The Presentation

The 10-3-1 rule, numbers as stories, and the Reframing Technique for hostile questions

Warm-up

Homework Check

5 min

Review what students prepared before class.

Share: "So What?" translations from homework, ask 2 or 3 students to share their numbers and the human story behind them.

Warm-up question: "What's the worst presentation you've ever seen? What went wrong?"

Vocabulary

Key Terms

10 min

Click a card to reveal the definition

"Stiff"

tap to reveal

Too formal, unnatural, not relaxed or genuine.

"His delivery was too stiff, it felt like he was reading a script."

"Numbers are stories"

tap to reveal

Reframe data as human narrative.

"These aren't just numbers, they're stories about real people."

"Strategic gratitude"

tap to reveal

Thanking someone for a tough question to disarm them.

"I'm glad you asked that, it actually makes our answer stronger."

"The loading screen"

tap to reveal

A human metaphor for wasted waiting time.

"They were staring at a loading screen for 40% of their day."

"Cut down on"

phrasal verb

tap to reveal

To reduce.

"We cut down reporting time from 12 hours to 2."

"Point out"

phrasal verb

tap to reveal

To mention or draw attention to.

"Can I point out something important here?"

"Work out"

phrasal verb

tap to reveal

To calculate or figure out a solution.

"Let's work out what this means in real terms."

Setting

Setting the Scene

The Scene

One week before the investor presentation. Sophie Laurent, a communication coach, is working with the Nexus Analytics team to sharpen their pitch. The stakes are high: this presentation could unlock Series A funding.

Dialogue

The Presentation: Three Scenes

10 min

Scene 1: Coaching with Sophie

Sophie sits across from Mark in the Nexus conference room, reviewing his slide deck.

Sophie

How many slides do you have?

Mark

Twenty-two.

Sophie

Cut it to ten.

Mark

I can't explain our platform in ten slides.

Sophie

If you can't explain it in ten slides, you don't understand it well enough. Ten is the maximum. After ten slides, the audience checks their phones.

Mark

But I need to cover everything.

Sophie

No. You need to make them care. Then they'll ask for more.

What just happened? What is Sophie really saying about preparation vs. coverage?

Scene 2: The Hostile Questioner

During a practice run, a guest investor challenges the team with a tough question about pricing.

David H.

Your product is expensive. Most small companies can't afford it.

Nina

I'm glad you asked that. It actually makes our answer stronger. The question isn't what our product costs. It's what the problem costs without it. If your team spends 40% of their time on compliance reports, what's the cost of that? Three hours every day, 15 hours every week. That's the real number.

David H.

[pause] That's a fair point.

Nina

What matters isn't the price. It's the value we bring.

What just happened? Nina didn't defend the price. What did she do instead? What technique is this?

Scene 3: Mark's Presentation

The real presentation, two days later. Mark steps up to deliver the numbers.

Mark

Revenue grew 180%... [pause 2 seconds] ...Customer retention: 92%... [pause 2 seconds] ...And in Q3, positive unit economics.

[Audience writes down all three numbers]

Sophie

[whispering to Nina] See? He's learning.

What just happened? Why do the pauses make the numbers more powerful?

Teaching Pause

TP 1: The 10-3-1 Presentation Rule

Viva’s Analysis

Sophie’s advice is based on what communication experts call the “10-3-1 Rule”, because the human brain can only hold so much information at once.

Maximum 10 slides
After ten slides, most audiences start checking their phones. If you can’t explain it in ten slides, you don’t understand it well enough yet.

First 3 slides: people, not products
Start with a human story or a problem someone real has faced. Data comes later, once people care.

Last slide: 1 powerful question
Don’t end with “Thank you” or “Any questions?” End with a question that makes the audience think about themselves.

Key Phrase

"Numbers are stories."

A powerful reframing, challenges the belief that data and storytelling are separate things. They’re not.

Teaching Pause

TP 2: Making Data Human

The “So What?” Test

Every time you put data on a slide, ask yourself: “So what?” If you can’t answer in human terms, the data isn’t ready.

Before: “Data processing time reduced by 60%.”

After: “Your team gets three hours back every single day. That’s fifteen hours a week they’re not staring at a loading screen.”

Key Phrase

"Accurate and boring aren't mutually exclusive, but they shouldn't be best friends."

Sophie’s core message, you can be precise AND engaging. You don’t have to choose.

Key Phrase

"Would you click on that?"

Brilliant feedback technique: instead of criticising, she asks Mark to judge his own work from the audience’s perspective.

Teaching Pause

TP 3: Owning the Stage

Viva’s Analysis

Mark said something liberating backstage: “Nobody knows what you were going to say.” Your audience has no script. If you forget a point or change the order, nobody notices.

The Power Pause
After your opening question, stop talking for three full seconds. It feels like forever, but it creates tension and pulls the audience in.

Anchor Phrases
Memorise only your first two sentences and your last two. Everything in between can be flexible.

The Friendly Face Trick
Find three people in different parts of the room who are nodding. Speak to them in rotation, it feels like a conversation instead of a performance.

Teaching Pause

TP 4: Reframing Tough Questions

Viva’s Analysis

When Nina faces the pricing challenge, she doesn’t defend, she reframes the question entirely. Instead of “Why are we expensive?” she asks “What does bad data cost?” This is one of the most powerful moves in professional communication.

Key Phrase

"That's a fair challenge, and it's one we take seriously."

Uses the ACE framework, acknowledge first, then redirect. Turns a hostile question into a collaborative moment.

Key Phrase

"The question isn't really X, it's Y."

Classic reframing structure. Change the frame, and you change the entire conversation.

Teaching Pause

TP 5: The Art of Professional Grace

Key Takeaway

Nina’s breakthrough wasn’t about perfect English. It was about showing genuine curiosity, sharing specific value, and treating every conversation as a two-way exchange.

Strategic gratitude, thanking your audience specifically and memorably, is what separates average presenters from ones people remember.

Key Phrase

"Prepared for everything, presenting the essentials."

A memorable summary line. Short parallel structures are powerful in business English, practise building them.

Framework

Communication Frameworks

5 min

The 10-3-1 Rule

Slides maximum

After ten slides, people check their phones

Slides about people first

Stories before statistics

Powerful closing question

Not a summary, a question

The Reframing Technique

Their Frame

"Your product is expensive."

Your Reframe

"The question isn't cost. It's what the problem costs without it."

Discussion

Discussion Prompts

14 min

"Think of a presentation you gave or saw. What was the most memorable moment? Why?"

Allow 3 min

"The 10-3-1 rule says your last slide should be a question, not a summary. Do you agree? What question would you end your next presentation with?"

Allow 5 min

"Practice: Present one number from your homework using the 'So What?' test. Your partner challenges you: 'That's too expensive.' Use the Reframing Technique."

Allow 6 min

Role-play

Role-play Cards

15 min

Card A

Presenter

Nina or Mark role

Goal

Deliver a confident, structured presentation and handle a hostile question without becoming defensive.

Context

You are presenting to 200 investors. One person in the front row is openly sceptical.

Opening Lines

"Before I show you any numbers, let me tell you about a real problem."

"Revenue grew 180%... [pause]"

"I'm glad you asked that."

Card B

Hostile Questioner

David H. role

Goal

Challenge the presenter professionally. You are genuinely sceptical about the price and scale.

Context

You represent small and medium businesses. You want real answers, not polished sales talk.

Opening Lines

"Your product is expensive. Most companies can't afford it."

"Those numbers sound impressive. Can you prove them?"

"What happens when your technology fails?"

Homework

Before Episode 4

5 min

Prepare for Next Class

Episode 4: The Negotiation

Read: What is "high-context" vs "low-context" communication? Find one example of each.

Prepare: Think of a time you disagreed with someone at work. Which level of the Disagreement Spectrum did you use?

Write: Convert these directives into "What If" invitations: "We should meet weekly." / "You need to review the contract." / "We must finish by June."

Challenge: Find a negotiation scene in a film or TV show. What techniques do the characters use?

Self-Check

Practice Exercises

10 min

Part 1 · Presentation Skills

1. According to the 10-3-1 Rule, what should your LAST slide be?

"Thank you for listening."

A summary of all your key points

A powerful question for the audience

Your contact information

2. What is the "So What?" Test?

A test to check if your audience is paying attention

Asking yourself if your data has a clear human impact

A question to ask during Q&A

A way to challenge your competitors

3. What is "reframing" in the context of handling tough questions?

Repeating the question in simpler words

Ignoring the question and talking about something else

Changing the perspective so the audience sees the bigger picture

Asking the questioner to explain what they mean

Part 2 · Gap Fill: Presentation Language

1. "The question isn't what our product __________, it's what bad data __________."

2. "Stop __________, start __________."

3. "Thank you for the __________ question. It made our __________ better."

Part 3 · "So What?" Transformation

1. "Customer response time reduced by 40%." This means:

"We processed more tickets than last quarter."

"Your customers get an answer before they've finished their coffee."

"Our software is 40% more efficient."

2. "Employee turnover dropped 25%." This means:

"A quarter of the people who would have left actually chose to stay."

"We hired 25% fewer people."

"HR costs decreased significantly."

3. "Energy consumption reduced by 30%." Best human version:

"We used less electricity than the previous year."

"Our systems are more efficient now."

"That's enough energy to power every home in your street for a year."

Part 4 · True or False

1. Mark originally had forty-seven slides.

2. Sophie suggested ending the presentation with "Thank you for your time."

3. Richard Hartley admitted his tough question was a deliberate test.

4. Jack interrupted the conversation between Nina and Richard.

5. Mark said having an appendix ready made him feel more confident.

Grammar Focus (CELTA)

Conditionals, First & Second

🔍 Stage 1: Discover the Meaning

Look at these sentences from Episode 3. What's the difference?

a) "If your company could make one decision twice as fast, what would that decision be?"

b) "If you cut the slides to ten, the audience will stay focused."

c) "If I had a team of five Jacks, it would be exciting but chaotic."

✅ Answers

(b) First Conditional = real, possible situation. Mark CAN cut slides, result is likely.

(a) & (c) Second Conditional = imaginary / hypothetical. These are "what if" scenarios.

❓ Concept Check Questions

"If we launched this product next month, it would change the market.", Is the speaker launching the product?

○ Yes, it's planned

○ No, it's hypothetical

"If you send me the report by Friday, I'll review it over the weekend.", Is it possible to send the report?

○ Yes, it's possible

○ No, it's impossible

"If I were the CEO, I'd invest more in R&D.", Is the speaker the CEO?

○ Yes

○ No

📝 Stage 2: The Form

Conditional	If-clause	Result clause	Use
First	If + Present Simple	will + base verb	Real / possible situations
Second	If + Past Simple	would + base verb	Imaginary / hypothetical situations

⚠️ Common Mistake

NEVER use "would" in the if-clause!

❌ ~~"If I would have more time, I would learn Japanese."~~

✅ "If I had more time, I would learn Japanese."

🎤 Stage 3: Pronunciation

"If you SEND me the report, I'll reVIEW it."

"If I WERE you, I'd CHANGE the opening slide."

"If we HAD more time, we'd TEST three versions."

Controlled Practice First or Second Conditional?

1. "If you __________ (practise) every day, your English __________ (improve)." (This is possible!)

○ practise / will improve (First)

○ practised / would improve (Second)

2. "If I __________ (be) the Marketing Director, I __________ (redesign) the whole campaign." (I'm not the MD.)

○ am / will redesign (First)

○ were / would redesign (Second)

3. "If our company __________ (have) unlimited budget, we __________ (hire) fifty new engineers." (We don't.)

○ has / will hire (First)

○ had / would hire (Second)

Freer Practice Speaking Prompts

First: What will you do if your boss asks you to give a presentation next week?
Second: If you could have dinner with any business leader, who and why?
First: If a colleague asks for honest feedback on their work, what will you say?
Mix: If you get a promotion this year, what will change? But if you could create your dream job, what would it look like?

Episode 4

The Negotiation

The "What If" technique, strategic silence, and navigating the Disagreement Spectrum

Warm-up

Homework Check

5 min

Review what students prepared before class.

Read: What is "high-context" vs "low-context" communication? Give one example of each.

Prepare: Think of a time you disagreed with someone at work. How did you handle it?

Write: Convert these directives into "What If" invitations: "We should meet weekly." / "You need to review the contract."

Vocabulary

Key Terms

10 min

Click a card to reveal the definition

"Reading between the lines"

tap to reveal

Understanding what is meant but not directly stated.

"She said 'fine', but reading between the lines, she wasn't happy."

"Not on the same page"

tap to reveal

Not in agreement or sharing the same understanding.

"We're clearly not on the same page about the timeline."

"Feel overwhelmed"

tap to reveal

To have too much to deal with; intense pressure or stress.

"When negotiations stall, it's easy to feel overwhelmed."

Talk through

phrasal verb

To discuss a problem or decision thoroughly.

"Let's talk through the options before we decide."

Think over

phrasal verb

To consider carefully before making a decision.

"I need a day to think over your proposal."

Come up with

phrasal verb

To produce or suggest an idea or solution.

"Can we come up with something that works for both sides?"

Setting

Setting the Scene

The Scene

A neutral meeting room in Singapore. Nexus Analytics is in final-stage negotiations with Hiroshi Tanaka's firm. Martina Cruz is leading the talks. The deal could transform the company, but it requires patience, precision, and cultural awareness.

Dialogue

Scene Work

10 min

Scene 1 · Starting with shared values

Martina and Hiroshi open their second negotiation session. Martina deliberately avoids discussing numbers first.

Martina

Hiroshi, before we talk figures, I want to make sure we're on the same page about what we're both trying to achieve.

Hiroshi

Agreed. For us, the relationship matters more than any single deal. We're looking for a long-term partner.

Martina

That's exactly our position. So perhaps the question isn't whether we agree on price today, but whether we trust each other enough to build something together.

Hiroshi

[pause, 4 seconds] That is a wise reframe. Tell me more about your three-year vision.

What did Martina do before discussing numbers? Why does this matter?

Scene 2 · Using the "What If" technique

Martina proposes a new structure for the deal, using invitational language to soften the suggestion.

Martina

What if we started with a six-month pilot? Lower risk for both sides, and we both learn whether this works in practice.

Hiroshi

A pilot. Interesting. What would that look like?

Martina

Two projects, agreed scope, clear success metrics. If we hit them, we move to the full contract. If not, we've both invested six months, not three years.

Hiroshi

[strategic silence, 6 seconds]

Martina

[holds the pause, does not speak]

Hiroshi

We would need to see the draft metrics first. But... I am not opposed.

What happened during the silence? Why did Martina not speak first?

Scene 3 · Nina's follow-up

Back in London, Nina calls Martina to reflect on what went wrong in Tuesday's call and to reset the approach.

Nina

Martina, I wanted to apologise. I pushed too hard on the deadline in Tuesday's call. That wasn't reading the room.

Martina

I appreciate you saying that. In all honesty, it did feel abrupt. But the fact you noticed matters.

Nina

What if I draft a revised timeline and run it by you before we send anything to Hiroshi's team?

Martina

Yes. Let's do that. And Nina, being direct and being kind aren't opposites. You can do both.

How did Nina use the "What If" technique to move from apology to action?

Discussion

Discussion Prompts

10 min

Think of a disagreement you had at work. Where on the Disagreement Spectrum did it fall?

Allow 3-4 min

When is strategic silence a strength in a negotiation? When might it backfire?

Allow 3 min

How does "What if" change the dynamic compared to "We should" or "You need to"?

Allow 3 min

Role-play

Role-Play Activity

15 min

Scenario: A supplier wants faster payment terms (30 days). Your company policy is 60 days. Find a creative solution using "What If" and at least one strategic pause.

Card A

Supplier Representative

Your goal: Negotiate 30-day payment terms. You have cash flow pressure but don't reveal it immediately.

Suggested openings:

"Before we get into the specifics, I'd like to understand your priorities..."
"What if we looked at a tiered structure?"
"I understand your position. Could we explore an alternative?"

Card B

Procurement Manager

Your goal: Maintain 60-day terms. You value this supplier and don't want to damage the relationship.

Suggested openings:

"I appreciate you raising this. Our policy is clear, but I want to find something workable..."
"What if we offered early payment on specific invoices?"
"You're both right, the question isn't X versus Y, it's how we find Z."

Teaching Pause

TP 1: Starting a Negotiation with Values

Viva’s Analysis

The most skilled negotiators don’t start with positions, they start with shared values. When both sides agree on what matters, finding solutions becomes much easier.

Key Phrase

"We believe good business is built on relationships, not just transactions."

Values-first opening, establishes trust before any numbers are discussed.

Key Phrase

"I appreciate you taking the time."

Simple but powerful. Showing genuine respect before business talk sets a collaborative tone.

Cultural Note

In international negotiation, different cultures have very different ideas about time. British and German negotiators often want to get to the point quickly. Brazilian, Chinese and Middle Eastern cultures may spend much longer on relationship-building first. Neither is wrong, both are strategic.

Teaching Pause

TP 2: Disagreeing Without Damage

The Disagreement Spectrum

Destructive: “That’s wrong.” / “I disagree completely.”

Neutral: “I see it differently.” / “I’m not sure I agree.”

Collaborative: “That’s an interesting perspective. Could you help me understand...?”

Key Phrase

"I understand your position, and I'd like to share a different perspective."

Acknowledges before disagreeing, keeps the other person open rather than defensive.

Teaching Pause

TP 3: The Language of Compromise

Viva’s Analysis

The most successful negotiators look for win-win solutions, not victory. The “What if...?” technique opens creative options without making a formal concession.

Key Phrase

"What if we looked at this from a different angle?"

Signals a shift without conceding, keeps momentum going when talks stall.

Key Phrase

"I think we can find something that works for both of us."

Projects confidence and goodwill simultaneously, sets a collaborative frame for the next phase.

Teaching Pause

TP 4: The Power of Silence

Viva’s Analysis

Most people are uncomfortable with silence and rush to fill it. Strategic silence is one of the most underused tools in negotiation. After making a key point or a concession, stop talking. Let the other side respond.

Three Types of Silence

Thinking silence: Give the other person time to process
Pressure silence: After an offer, wait, don’t undercut yourself
Empathy silence: When someone shares a difficulty, pause before responding

Teaching Pause

TP 5: Professional Vulnerability

Viva’s Analysis

Admitting a mistake or limitation in a negotiation can actually build trust, if done with confidence and a clear plan. Vulnerability without a solution looks weak. Vulnerability with a solution looks strong.

Acknowledge
“I want to be honest with you, we underestimated that part.”

Take responsibility
“That’s on us, and I apologise for any inconvenience.”

Offer a solution
“Here’s what we’ve done to fix it, and what we’re putting in place going forward.”

Framework

The Disagreement Spectrum

5 min

Level 1

Destructive

"That's wrong."

Level 2

Direct

"I see it differently."

Level 3

Diplomatic

"Could we explore an alternative?"

Level 4

Mediating

"How do we find Z?"

The "What If" Technique: Turn a directive into an invitation. Instead of "We should do X", say "What if we tried X?" It gives the other person agency and opens space for collaboration.

Strategic Silence: The first person to speak after a silence often gives ground. Hold the pause. Count silently to six before responding to a counter-offer.

Homework

Before Next Class

5 min

Read: What is a "data breach"? Find out what companies are legally required to do when one occurs in the UK.

Prepare: Think of a crisis you have witnessed at work (or read about). What was communicated well? What was not?

Write: Draft a one-paragraph statement for a fictional company that has had a system outage for 6 hours. Use Transparency + Three Facts.

Challenge: Find a real corporate crisis statement online. Evaluate it: does it use Empathy, Facts, and Action?

Self-Check

Practice Exercises

10 min

Part 1 · Negotiation Language

1. What is the best way to start a cross-cultural negotiation?

Present your best offer immediately

Discuss values and priorities before numbers

Ask the other side to state their demands first

Start with a joke to lighten the mood

2. When Hiroshi said "Fast pace can mean different things to different people," he meant:

He wanted to discuss the definition of fast pace

He was agreeing with Nina's approach

He was politely expressing concern about Nina's speed

He was making a cultural observation with no particular meaning

3. What makes "What if we...?" more effective than "We should...?" in negotiations?

It sounds more polite

It's grammatically more correct

It turns a demand into an invitation to explore together

It shows that you're uncertain about your own idea

Part 2 · Diplomacy Upgrade

1. You disagree with a partner's timeline. Choose the most diplomatic version:

"That timeline won't work for us."

"I wonder if we could look at the timeline from a different angle."

"Your timeline is too slow."

2. You want to suggest a compromise:

"You need to accept our terms with some modifications."

"Take it or leave it."

"What if we split the project into phases that work for both sides?"

3. You made a mistake in negotiations:

"Sorry, but you weren't clear about what you needed."

"I pushed too hard earlier. I should have listened more before responding."

"Let's just forget about that and move on."

Part 3 · Gap Fill: Negotiation Phrases

1. "I was __________ we could take a moment to talk about what __________ most to each side."

2. "Nothing goes __________ without your __________."

3. "Words are only twenty __________ of communication. The other eighty percent is context, tone, timing, and what people __________ say."

Part 4 · True or False

1. Martina started the negotiation by discussing numbers and timelines.

2. Hiroshi requested that someone from Nexus visit the Tokyo office to understand their culture.

3. Nina refused to apologise because she didn't think she'd done anything wrong.

4. Jack interrupted the negotiation three times.

5. Martina's two-phase proposal gave both sides what they needed.

Grammar Focus (CELTA)

Modal Verbs for Negotiation

🔍 Stage 1: Discover the Meaning

Look at how these modals are used in Episode 4. How strong is each one?

a) "We could split the integration into two phases."

b) "We would appreciate it if one of your team could spend two weeks in Tokyo."

c) "We should discuss the timeline before committing."

d) "That might work if we adjust the deadlines."

✅ The Negotiation Softness Scale

From softest to strongest:

might (very tentative) → could (possible suggestion) → would (polite/hypothetical) → should (recommendation/advice)

In negotiations, softer modals give the other person more space to agree.

📝 Stage 2: The Form

Modal	Structure	Use in Negotiations	Example
might	S + might + base verb	Tentative possibility	"That might work for both of us."
could	S + could + base verb	Suggestions, options	"We could try a phased approach."
would	S + would + base verb	Polite requests, hypotheticals	"We'd appreciate your feedback."
should	S + should + base verb	Recommendations	"We should agree on scope first."

🎤 Stage 3: Pronunciation

"We COULD try a phased approach."

"could" is slightly stressed, it carries the meaning of suggestion.

"That MIGHT work if we adjust the deadlines."

"We'd aPPREciate your feedBACK."

Controlled Practice Choose the Best Modal

Freer Practice Speaking Prompts

Suggest to a client that you move the project launch by two weeks. (could)
The other side's offer is close but not perfect. Express cautious interest. (might)
Ask your new partners if they'd like you to visit their office. (would)
A partner asks for a 50% discount. Express that this is difficult but you're open to discussion. (could/might)

Episode 5

The Crisis

The 3T Framework, the EFA Crisis Statement, and communicating under pressure

Warm-up

Homework Check

5 min

Review what students prepared before class.

Check: Students share their one-paragraph crisis statements. Class evaluates: Transparency present? Three facts clear?

Discuss: What real crisis example did you find? What did the company do well or poorly?

Vocabulary

Key Terms

10 min

Click a card to reveal the definition

Breach

tap to reveal

An unauthorised act that violates a rule or system.

"We experienced a data breach affecting 12,000 client records."

Transparency

tap to reveal

Open, honest communication, sharing information without hiding difficulties.

"Transparency in a crisis builds more trust than silence."

Stakeholder

tap to reveal

Any person or organisation with an interest in your actions or decisions.

"We need to brief all key stakeholders before the press release."

Deal with

phrasal verb

To handle or take action on a difficult situation.

"We need to deal with this before it reaches the press."

Sort out

phrasal verb

To resolve or fix a problem.

"Let's sort out who contacts GreenTech first."

Run through

phrasal verb

To quickly review or rehearse something from start to finish.

"Can we run through the statement one more time before the call?"

Setting

Setting the Scene

The Scene

Monday morning. Nexus Analytics discovers a data breach affecting thousands of client records. The press has been notified. Nina must communicate clearly under enormous pressure: to her team, to clients, and to the public.

Dialogue

Scene Work

10 min

Scene 1 · Emergency meeting

Nina calls an urgent all-hands meeting in the main office. The team has been up since 4am.

Nina

We have a confirmed data breach. 12,000 client records accessed without authorisation. It happened between 11pm and 2am last night.

Mark

When did we find out?

Nina

Forty minutes ago. Sophie is with IT now. I've called legal. And I'm here telling you, because our clients hear this from us first, not from the press.

Jack

What's the priority list?

Nina

One: how big is the problem? Two: tell our stakeholders before anyone else. Three: prepare a public statement. In that order.

What does Nina's priority list tell us about her communication strategy?

Scene 2 · Calling GreenTech

Nina personally calls David Chen at GreenTech to inform him before the news goes public.

Nina

David, I'm calling because I want you to hear this from me directly, before you read anything online. We have had a breach. We believe some of your data may be affected.

David

How many records?

Nina

We're still confirming the exact number. What I can tell you right now: the breach has been contained, legal has been notified, and we are personally reviewing every affected account. You will have a full written report by 9am tomorrow.

David

[pause] I appreciate the call, Nina. That's not nothing.

How did Nina use the EFA structure (Empathy, Facts, Action) in this call?

Scene 3 · Writing the statement

Nina and the communications team draft the official public statement under a tight deadline.

Sophie

First line needs to show we care, not that we're covering ourselves.

Mark

Something like: "We are deeply sorry that this happened and take full responsibility."

Sophie

Yes. Then three facts: what happened, when, and what we know so far. Then action: what we're doing and by when.

Nina

Read it back to me and pretend you're the client. Does it feel honest or does it feel like a lawyer wrote it?

Mark

[reads aloud] ... Actually, it feels honest. The word "sorry" in paragraph one changes everything.

Why does Mark say "the word 'sorry' changes everything"? Do you agree?

Discussion

Discussion Prompts

10 min

Have you ever had to deliver bad news professionally? What did you say first?

Allow 3-4 min

Should a company always say sorry in a crisis? Are there situations where it's legally risky?

Allow 3 min

What's the difference between transparency and oversharing? Where is the line?

Allow 3 min

Role-play

Role-Play Activity

15 min

Scenario: Your company's platform was down for 4 hours during a major client event. The client is furious. You are calling to explain, apologise, and agree on next steps. Use the EFA structure.

Card A

Account Manager (your company)

Your goal: De-escalate, take responsibility, and propose a concrete action plan. Do not make promises you cannot keep.

Suggested openings:

"I wanted to call you personally before anything else..."
"I'm deeply sorry. What happened is not acceptable and I take full responsibility."
"Here is what I can tell you right now, and here is what happens next."

Card B

Angry Client

Your goal: Express your frustration clearly but professionally. You want accountability and a specific fix, not just words.

Suggested openings:

"This cost us money and reputational damage. I need to understand how this happened."
"What exactly are you going to do about it, and by when?"
"I've heard 'sorry' before. What's different this time?"

Teaching Pause

TP 1: Communicating in a Crisis

Viva’s Analysis

Crisis communication has one golden rule: be the first to communicate, even before you have all the answers. Silence is interpreted as guilt or incompetence. A clear, calm message, even an incomplete one, preserves trust.

Key Phrase

"I want to be transparent with you about where we are right now."

Signals honesty before the facts, builds psychological safety for the conversation that follows.

Key Phrase

"Here's what we know, here's what we don't know yet, and here's what we're doing."

The three-part crisis update structure. It shows control even when the situation isn’t fully under control.

Teaching Pause

TP 2: Owning Responsibility

Viva’s Analysis

There is a crucial difference between explaining and excusing. Context is useful, but only after you have taken responsibility. The moment you start with “It wasn’t really our fault because...” you lose people.

Key Phrase

"We take full responsibility for this."

Short, direct, powerful. No conditionals, no “we take some responsibility” or “to the extent that...”

Key Phrase

"I understand this has created real difficulties for you."

Empathy before explanation, acknowledges the human impact before moving to solutions.

Teaching Pause

TP 3: Staying Calm Under Pressure

Three Techniques for Pressure Moments

Slow down, don’t speed up: Anxiety makes people rush. Deliberate slowness signals control.
Lower your voice: A quieter, calmer voice is more authoritative than a raised one under stress.
Use short sentences: Complex grammar breaks down under pressure. Simple and clear is more powerful.

Key Phrase

"Let me take a moment to think about that."

Buys time professionally, signals thoughtfulness, not weakness.

Teaching Pause

TP 4: The Recovery Message

Viva’s Analysis

How you end a crisis communication is just as important as how you begin it. The recovery message must do three things: demonstrate action, show learning, and project confidence in the future.

Key Phrase

"This is what we have put in place to ensure this doesn't happen again."

Forward-looking, shifts the conversation from blame to improvement.

Key Phrase

"We are committed to earning your trust back."

Honest and humble, acknowledges that trust must be rebuilt, not assumed.

Framework

3T Framework + EFA Crisis Statement

5 min

Transparency

Be open. Do not hide or minimise.

Three Facts

What happened. When. What you know.

Together

What we are doing next, together.

Empathy

"We are sorry this happened to you."

Facts

Three clear, honest facts only.

Action

Specific next steps and timeline.

Homework

Before Next Class

5 min

Read: What is a "Series B investment"? What do investors typically look for at this stage?

Prepare: Think of a product or idea you believe in. Write a 3-sentence pitch: Vision, Proof, Ask.

Watch: Find a TED Talk or pitch video online. Note where the speaker pauses. What effect does the pause create?

Challenge: Turn a weakness into a strength using the formula: Acknowledge + Reframe + Prove + Conclude with values.

Self-Check

Practice Exercises

10 min

Part 1 · Comprehension Quiz

1. What was Jack's key contribution during the crisis?

He stayed calm and said nothing.

He quickly listed four priorities for the team's action plan.

He called the press directly.

He wrote the entire statement alone.

2. What is the 3T Framework for delivering bad news?

Time, Trust, Technology

Transparency, Three facts, Together

Think, Talk, Test

Tell, Translate, Transfer

3. Why did Nina call GreenTech before the press article went live?

Because they should hear it from Nexus directly, not from a journalist.

Because the lawyers told her to.

Because she wanted to hide the story.

Because Mark asked her to call.

4. What structure did Jack propose for the press statement?

Facts, Apology, Promise

Problem, Solution, Timeline

Empathy, Facts, Action

Introduction, Details, Conclusion

Part 2 · Gap Fill

1. "I need to __________ some difficult news with you, and I want to be completely __________."

2. "We take full __________."

3. "The __________ is not the problem. The skill is knowing when to __________ it."

Part 3 · True or False

1. Nina's first reaction to the crisis was to panic and blame the IT team.

2. Jack's quick thinking was seen as a problem during the crisis.

3. The press article about Nexus was positive because they responded quickly and honestly.

4. Sophie suggested making the statement sound more corporate and formal.

5. Martina called Jack's rapid list of priorities "a gift."

Grammar Focus (CELTA)

Reported Speech

💡 Why Reported Speech?

In a crisis, you constantly report what people said: "The lawyers said we should...", "Sarah told me she was concerned about...", "Mark mentioned that the numbers were...". Reported speech is essential for professional communication.

🎯 Stage 1: Meaning (Guided Discovery)

Direct: Nina said, "We take full responsibility."

Reported: Nina said that they took full responsibility.

Direct: Sarah said, "Our board will want answers."

Reported: Sarah said that their board would want answers.

Are we quoting the exact words?No, we are reporting.
Does the tense change?Yes, present → past, will → would.
Do pronouns change?Yes, "I" → "he/she", "we" → "they".

🔧 Stage 2: Form

Direct Speech	Reported Speech
Present Simple: "I take"	Past Simple: She said she took
Present Continuous: "I am working"	Past Continuous: He said he was working
Past Simple: "I called"	Past Perfect: She said she had called
Will: "I will send"	Would: He said he would send
Can: "I can help"	Could: She said she could help

🎤 Stage 3: Pronunciation

"She SAID that they TOOK full responsibility."

"said" and "took" carry the main stress. "That" is weak: /ð&schwa;t/.

"He TOLD me he WOULD send it by noon."

Controlled Practice Change to Reported Speech

1. Nina: "We are working on a response." → Nina said that they...

○ ...were working on a response.

○ ...are working on a response.

○ ...had been working on a response.

2. Mark: "I will check the numbers." → Mark said that he...

○ ...will check the numbers.

○ ...would check the numbers.

○ ...had checked the numbers.

3. Sarah: "Our board wants answers." → Sarah said that their board...

○ ...wants answers.

○ ...wanted answers.

○ ...has wanted answers.

Freer Practice Report What They Said

Jack: "I can see the whole picture." → Jack said that he...
Sophie: "People trust people, not companies." → Sophie said that...
Martina: "We need someone who thinks fast." → Martina said that they...
Think about your last meeting. Report three things that your colleagues said.

Episode 6

The Pitch

Story before numbers, the power of the pause, and turning weakness into strength

Warm-up

Homework Check

5 min

Review what students prepared before class.

Share: Each student delivers their 3-sentence pitch (Vision, Proof, Ask). Class gives one piece of feedback each.

Discuss: Where did the speaker you watched pause? What did it achieve?

Vocabulary

Key Terms

10 min

Click a card to reveal the definition

Series B investment

tap to reveal

A second round of venture capital funding, typically for scaling a proven product.

"We're pitching for Series B, £8 million to expand into three new markets."

Term sheet

tap to reveal

A non-binding document outlining the basic terms of a proposed investment.

"We received a term sheet from two investors this week."

Retention rate

tap to reveal

The percentage of customers who continue using a product over a given period.

"Our 94% retention rate shows clients stay once they see results."

Take on

phrasal verb

To accept or start dealing with a challenge or responsibility.

"We're ready to take on the European market."

Scale up

phrasal verb

To increase the size, scope, or capacity of an operation.

"With this funding, we can scale up from 50 to 200 enterprise clients."

Turn around

phrasal verb

To reverse a negative situation and make it positive.

"The crisis actually helped us turn around how clients see our team."

Setting

Setting the Scene

The Scene

A major European tech conference. Nina and Mark have 12 minutes on the main stage to pitch Nexus Analytics to 800 potential investors and partners. Sophie has been coaching the team for two weeks. This is the moment.

Dialogue

Scene Work

10 min

Scene 1 · Redesigning the pitch order

Backstage, 30 minutes before the pitch. Sophie challenges Mark to reorder his opening.

Nina

The pitch deck leads with numbers. That's the wrong order. People invest in stories first and numbers second.

Jack

So what's the new order?

Nina

Vision first, that's me. Then the human story, Sophie, you share why this matters personally. Then the numbers, Mark. Then the ask, Jack closes.

Sophie

You want me to tell my story? In a boardroom?

Nina

Especially in a boardroom. Those investors have seen a hundred decks. They haven't heard your story.

Do you agree that story should come before numbers? Why might this work better?

Scene 2 · Mark rehearses the pause

Sophie coaches Mark on the power of silence as a delivery technique.

Mark

"Our retention rate is 94%." [immediately moves on]

Nina

Stop. Say the number again. Then wait. Count two seconds in your head. Don't fill the silence.

Mark

"Our retention rate is 94%." [pause, two seconds]

Sophie

That felt completely different. The number actually landed.

Mark

It feels wrong to pause. Like I'm wasting their time.

Nina

You're not wasting their time. You're giving them space to absorb it. That's respect, not weakness.

Why does Mark think pausing is "wasting time"? Have you ever felt this way when presenting?

Scene 3 · Nina's standout Q&A answer

During the Q&A after the pitch, a journalist asks a question designed to catch Nina off guard.

Investor

You had a data breach six months ago. Why should we trust you with our clients' data?

Nina

[pause, three seconds] You're right to ask that. We had a breach. We told our clients within the hour, before we knew the full picture. We didn't wait for perfect information. We chose honesty.

Investor

And the clients?

Nina

Ninety-two percent stayed. Not because nothing happened. Because of how we handled it. [pause] That's not a weakness in our character. That's a demonstration of it.

How did Nina turn a weakness into a demonstration of strength? What was the structure she used?

Discussion

Discussion Prompts

10 min

Think of a presentation you gave or saw. Was there a story? How did it change the impact?

Allow 3-4 min

What weakness could you turn into a strength using the Acknowledge, Reframe, Prove, Conclude formula?

Allow 4 min

Is it appropriate to show emotion or personal vulnerability in a professional pitch? Where is the line?

Allow 3 min

Role-play

Role-Play Activity

15 min

Scenario: Student A pitches a new service idea to Student B (an investor/senior stakeholder). Use the pitch structure: Vision, Story, Proof, Action. Student B asks one difficult question about a weakness.

Card A

The Pitcher

Your goal: Deliver a compelling 2-minute pitch. Open with Vision, add one human story, cite one piece of proof, and make a specific ask. Use at least two deliberate pauses.

Structure reminder:

Vision: "We believe that..."
Story: "Let me tell you about someone who..."
Proof: "The data shows..." [pause two seconds]
Action: "We're asking for..."

Card B

The Investor / Stakeholder

Your goal: Listen carefully. After the pitch, ask one challenging question about a weakness, risk, or past failure. Notice if the pitcher uses the Acknowledge, Reframe, Prove, Conclude structure.

TP 1: The Anatomy of a Winning Pitch

Viva’s Analysis

The best investor pitches are not about products, they are about inevitability. You are not asking investors to believe in your company. You are showing them why the world is moving in this direction and why your company is best positioned to lead it.

The Hook
One sentence that makes the investor lean forward. Not your company name, the problem you solve.

The Problem
Make it real and human. Use a story, a statistic, or a surprising fact.

The Solution
Clear, simple, differentiated. What do you do that nobody else does?

The Evidence
Numbers, retention, growth, testimonials, proof that it works.

The Ask
Specific, justified, and linked to a concrete milestone.

Teaching Pause

TP 2: Making Your Message Land

Viva’s Analysis

The most common mistake in pitches is trying to say everything. The most powerful pitches say one thing memorably. Every word must earn its place.

Key Phrase

"The question isn't whether this market will grow, it's who will lead it."

Reframes the pitch from “will this work?” to “who gets there first?”, creates urgency and confidence.

Key Phrase

"We're not asking you to believe in us. We're asking you to look at the data."

Removes ego, makes the decision feel rational and safe for the investor.

Teaching Pause

TP 3: Handling Investor Pushback

Viva’s Analysis

Investors push back deliberately, they want to see how you handle pressure. Your response to a tough question reveals more about you as a leader than your prepared slides do.

Key Phrase

"That's exactly the kind of question we expected, and here's how we've addressed it."

Projects preparedness, signals that you have thought deeper than the surface level.

Key Phrase

"I'd rather show you the evidence than ask you to take my word for it."

Humble and confident simultaneously, positions data as your ally, not your crutch.

Framework

Pitch Structure + Turning Weakness into Strength

5 min

Vision

Why this matters

Story

The human moment

Proof

Numbers that land

Action

The specific ask

Turning Weakness into Strength

Acknowledge
Don't deny it

Reframe
Change the lens

Prove
Evidence it

Conclude
With your values

Homework

Before Next Class

5 min

Reflect: Look back on the 6 episodes. Which communication framework has been most useful for you personally? Write 3-4 sentences explaining why.

Prepare: Think of one communication habit you want to change after this course. Be specific: what will you do differently, and in what situation?

Write: One sentence that captures your personal communication philosophy, something true to you that you want to carry forward.

Challenge: Prepare a 90-second "closing keynote" for next class: What is your biggest takeaway from English Energy? What will you do differently from now on?

Self-Check

Practice Exercises

10 min

Part 1 · Comprehension Quiz

1. What order did Jack suggest for the pitch?

Nina, Mark, Sophie, Jack

Nina, Sophie, Mark, Jack

Sophie, Nina, Mark, Jack

Nina, Jack, Sophie, Mark

2. What advice did Jack give Mark about presenting numbers?

Use bigger fonts on slides.

Speak louder and more slowly.

Pause after each number so investors can write it down.

Only show the most important number.

3. How did Nina handle the question about the data breach?

She avoided the question and changed the topic.

She blamed the IT department.

She turned it into proof of the company's strong values.

She asked Jack to answer instead.

Part 2 · Gap Fill

1. "People invest in __________ first and __________ second."

2. "Pauses are not empty space. They are where the __________ __________."

3. "__________ is not the end. The __________ is what matters."

Part 3 · True or False

1. The original pitch order was Nina, Mark, Sophie, Jack.

2. Sophie told a story about a school in Birmingham.

3. Mark used pauses after each important number, following Jack's advice.

4. Victoria criticised Nina's answer about the data breach.

5. Jack suggested putting Sophie before Mark in the pitch order.

Grammar Focus (CELTA)

Passive Voice in Business English

💡 Why Passive Voice?

In business presentations, we focus on results: "Revenue was increased by 180%", "Three new clients were signed", "The breach was resolved within hours." The passive voice sounds professional and objective.

🎯 Stage 1: Meaning (Guided Discovery)

Active: We increased revenue by 180%.

Passive: Revenue was increased by 180%.

Focus shifts from "we" (the doer) to "revenue" (the result).

Active: Three new clients signed contracts with us.

Passive: Three contracts were signed by new clients.

Is the meaning different?No, only the focus changes.
When do we use passive?When we want to focus on the result, not the person.
Can we remove "by..."?Yes, often: "Revenue was increased."

🔧 Stage 2: Form, Subject + be + past participle

Tense	Active	Passive
Present Simple	We serve 300 companies.	300 companies are served.
Past Simple	We resolved the breach.	The breach was resolved.
Present Perfect	We have signed three clients.	Three clients have been signed.
Future	We will send a report.	A report will be sent.

🎤 Stage 3: Pronunciation

"Revenue was inCREASED by one hundred and eighty perCENT."

"was" is weak /w&schwa;z/. Stress falls on "inCREASED" and "perCENT."

"The breach was reSOLVED within HOURS."

Controlled Practice Active to Passive

1. "The team prepared the pitch." →

○ The pitch was prepared by the team.

○ The pitch is prepared by the team.

○ The pitch has been prepared by the team.

2. "We have invested two hundred thousand pounds." →

○ Two hundred thousand pounds was invested.

○ Two hundred thousand pounds have been invested.

○ Two hundred thousand pounds are invested.

3. "They will send a term sheet by Friday." →

○ A term sheet was sent by Friday.

○ A term sheet will be sent by Friday.

○ A term sheet is being sent by Friday.

Freer Practice Your Achievements in Passive

Describe a project completed by your team: "A [project] was completed by..."
What has been launched by your company this year?
What decisions have been made in your organisation recently?
Describe your biggest professional achievement using the passive voice.

Episode 7

The Transformation

Looking back, speaking with purpose, and carrying your communication forward

Warm-up

Homework Check

5 min

Final episode warm-up, hear from every student.

Share: Each student reads their personal communication philosophy sentence. Class listens with no interruption.

Discuss: Which framework from the 6 episodes do you plan to use most in your work?

Vocabulary

Key Terms

10 min

Click a card to reveal the definition

Deliberate

tap to reveal

Done with conscious intention and careful thought; not accidental.

"From now on, every word in a boardroom is deliberate."

Keynote

tap to reveal

The headline or opening speech at a conference that sets the tone.

"Jack has been asked to deliver the keynote at the industry summit."

Clarity

tap to reveal

The quality of being simple, precise, and easy to understand.

"Clarity is a form of respect, it tells the listener you value their time."

Look back on

phrasal verb

To reflect on or think about something from the past.

"When I look back on this course, the biggest change is how I listen."

Figure out

phrasal verb

To discover or understand something after thinking carefully.

"It took me six episodes to figure out that silence is a skill."

Open up

phrasal verb

To become more willing to communicate feelings or information.

"Nina found it hard to open up at first. By Episode 7, she led the team."

Setting

Setting the Scene

The Scene

Six months after the Summit. Nexus Analytics has closed three major contracts. The team gathers one last time: not to pitch or present, but to reflect on how far they've come and where they want to go.

Dialogue

Scene Work

10 min

Scene 1 · Before the keynote

Nina prepares backstage before delivering a keynote at a communication conference, the first time she has been invited as a speaker, not a delegate.

Jack

I've been asked to give a keynote. Four hundred people. I have three points. Water bottle on the lectern for natural pauses. Notes, not a full script.

Sophie

You've changed. Six months ago you would have written every single word.

Jack

Six months ago I thought preparation meant control. Now I think it means knowing your three points so well that you can be present with the audience instead of stuck in your head.

Nina

That's the whole course in one sentence.

What has Jack learned about preparation? How is his definition different from where he started?

Scene 2 · Viva Richardson's final message to the team

Viva Richardson, the team's mentor, leaves a voice message for the full Nexus team before flying to New York.

Viva Richardson

I want to say something before you all go. I've watched this team navigate a product launch, a negotiation, a full-blown crisis, and an investor pitch. You didn't just survive those moments. You grew inside them.

Viva Richardson

Communication is never a solo performance. The real skill is learning from each other. And that is exactly what you have done. [pause] Take that with you.

Nina

I think that's the most I've heard you say at once.

Viva Richardson

[smiles] I've been saving it.

What does Viva mean by "communication is never a solo performance"? How does this apply to your own work?

Scene 3 · Each character's final reflection

In a series of short moments, each team member shares one thing they have learned about communication this year.

Nina

"Being open isn't a weakness. Saying 'I don't know' takes courage. I used to hide what I didn't know. I won't do that anymore."

Sophie

"Clarity is kindness. Every time I tried to sound impressive, I made it harder for the other person. Simple is harder to write but easier to trust."

Mark

"Data doesn't speak for itself. It needs a human voice. I'm learning to be that voice."

Martina

"Being direct and being kind aren't opposites. I spent years thinking I had to choose. I don't."

Jack

"My brain works differently. That's a strength to focus, not a problem to fix. [pause] It took me a long time to say that out loud."

Which character's reflection resonates most with you? Why?

Discussion

Final Discussion

15 min

Which episode or scene changed how you think about communication? What specifically shifted?

Allow 5 min

Viva says: "The real skill is learning from each other." What have you learned from your classmates in this course?

Allow 5 min

What is one communication habit you will commit to changing in the next 30 days?

Allow 5 min

Speaking Activity

The 90-Second Closing Keynote

20 min

Activity: Each student delivers a 90-second personal closing keynote. Jack's 3-point structure below. Use at least one deliberate pause and one "What if" or cleft sentence.

Jack's Framework

The 3-Point Keynote Structure

Point 1: Energy is a gift, not a problem.
Point 2: The skill isn't speaking less, it's speaking with purpose.
Point 3: The best communicators ask the right questions.

Your version:

Point 1: What is true about communication that you used to get wrong?
Point 2: What changed for you and how?
Point 3: What question will you carry forward?

Language Toolkit

Useful Structures for Episode 7

Cleft sentences: "What changed for me was..." / "The thing that matters most is..." / "What I used to think was..."

Other useful phrases:

"I used to... but now I..."
"What if we all tried..."
"Looking back on this, I can see..."
"The question I'm taking away is..."

Teaching Pause

TP 1: The Language of Growth

Viva’s Analysis

Looking back on a journey requires a very specific kind of language, one that acknowledges difficulty without self-pity, celebrates growth without arrogance, and honours the people who helped along the way. This is reflective professional language, and it is surprisingly rare.

Key Phrase

"I didn't realise how much I was holding back."

Honest self-reflection, signals awareness and growth. Powerful in leadership contexts.

Key Phrase

"I learned more from the moments that didn't go well than from the ones that did."

Reframes failure as a resource, the mark of a growth mindset and a secure leader.

Teaching Pause

TP 2: Communicating Your Vision

Viva’s Analysis

A vision statement must do three things: inspire (make people want to be part of it), direct (make it clear what you are building), and differentiate (make clear why you, and why now).

Key Phrase

"We're not just building a company, we're changing how this industry thinks."

Vision language, connects daily work to a larger purpose. Use when you want to inspire, not just inform.

Key Phrase

"The goal was never to be the biggest. It was to be the most trusted."

Values-based vision, positions trust as a competitive advantage, not just a virtue.

Teaching Pause

TP 3: Bringing It All Together

Viva’s Final Reflection

Everything in this course has been about one thing: connection. The best communicators in any language are not the ones with the most vocabulary or the most perfect grammar. They are the ones who make every person in the room feel heard, valued, and understood.

Take everything you’ve learned, the frameworks, the phrases, the awareness, and use it in service of genuine human connection. That is what strategic communication ultimately means.

Your Personal Communication Toolkit

Claim + Evidence + Offer (networking & pitching)
ACE Framework (handling difficult questions)
The 10-3-1 Rule (presentations)
The Power Pause (stage & meeting presence)
Numbers to Narratives (making data human)
What if...? (negotiation)
The three-part crisis update (crisis communication)

Framework

Course Frameworks at a Glance

5 min

Episode 1

ACE Framework

Claim · Evidence · Offer

Episode 2

10-3-1 Framework

10 facts · 3 points · 1 message

Episode 3

Feedback SBI

Situation · Behaviour · Impact

Episode 4

Disagreement Spectrum

Destructive to Mediating · "What If"

Episode 5

3T + EFA

Transparency · 3 Facts · Together · Empathy · Facts · Action

Episode 6

Pitch Structure

Vision · Story · Proof · Action

Cleft Sentences for Reflection

"What matters is..." · "The thing that changed was..." · "What I used to think was... but now I know..." · "The skill that surprised me most was..."

Course Complete

You Have Finished English Energy

Strategic Communication for Leaders

7 episodes · 14 frameworks · 21 phrasal verbs · countless conversations. You have done the work. Now go use your voice.

"Communication is never a solo performance.
The real skill is learning from each other." · Viva Richardson

Self-Check

Final Exercises

10 min

Part 1 · Course Review Quiz

1. What did Jack learn about his fast thinking?

He learned to think more slowly.

He learned it is a strength to channel, not a problem to fix.

He learned to stay silent in meetings.

He learned to let others speak for him.

2. What did Mark say about data?

Data is the most important thing in business.

Data should be presented on at least forty slides.

Data does not speak for itself and needs a human voice.

Data is more important than stories.

3. What was Viva Richardson's main message to the team?

They are the most talented group she has ever mentored.

Communication is never a solo performance, the real skill is learning from each other.

They need to work on their presentation skills more.

They should start their own consultancy.

4. How did Jack prepare for his keynote?

Water bottle, written notes, and three main points.

Thirty slides and a full script.

He improvised everything.

He memorised the speech word for word.

Part 2 · Gap Fill: Key Course Phrases

1. "Energy is a __________, not a __________."

2. "Data does not speak for __________. It needs a __________ voice."

3. "Communication is never a __________ performance."

Part 3 · True or False

1. Jack's keynote speech was about thirty different ideas.

2. Viva Richardson appeared in person for the first time in Episode 7.

3. Sophie said that clarity is unkind because it oversimplifies ideas.

4. Jack said he no longer has many ideas.

Part 4 · Match the Character to Their Lesson

1. Who said "vulnerability is not weakness"?

Nina

Sophie

Martina

Jack

2. Who said "clarity is kindness"?

Nina

Sophie

Mark

Jack

3. Who said "being direct and being kind are not opposites"?

Nina

Sophie

Martina

Jack

4. Who said "data does not speak for itself"?

Nina

Sophie

Mark

Jack

Grammar Focus (CELTA)

Mixed Grammar Review, Full Course

💡 Why a Mixed Review?

In real communication, you don't use just one grammar structure at a time. You mix Present Simple with Conditionals, Modals with Reported Speech, Passive with Future forms. This review brings together all the grammar from the course.

🎯 Stage 1: Meaning, from the Story

"I used to be terrified of these moments."

Structure: "used to" + infinitive (past habit that is no longer true).

"If you prepare well, you can improvise freely."

Structure: First Conditional (real/possible) with "can" instead of "will."

"Three contracts were signed by new clients."

Structure: Past Simple Passive.

"She said that clarity was kindness."

Structure: Reported Speech (direct: "Clarity is kindness.")

🔧 Stage 2: Quick Reference, All Course Structures

Structure	Form	Example
Used to	Subject + used to + base form	"I used to talk too fast."
First Conditional	If + Pres. Simple, will/can + base	"If you prepare, you can improvise."
Second Conditional	If + Past Simple, would + base	"If I had more time, I would practise."
Modals	Subject + modal + base form	"We could try a new approach."
Reported Speech	Subject + said (that) + tense shift	"He said he would help."
Passive Voice	Subject + be + past participle	"The breach was resolved."

🎤 Stage 3: Pronunciation

"I USED to be terrified, but now I acTUally enjoy it."

"used to" is pronounced /ju:st t&schwa;/. The "d" and "t" blend together.

"She SAID that energy WAS a gift."

Controlled Practice Identify the Grammar

1. "I used to fill every pause with words." What is the structure?

○ Past Continuous

○ "Used to" for past habits

○ Past Perfect

2. "Revenue was increased by 180%." What is the structure?

○ Present Perfect Active

○ Past Simple Passive

○ Past Simple Active

3. "He said that energy was a gift." What is the original direct speech?

○ "Energy is a gift."

○ "Energy had been a gift."

○ "Energy will be a gift."

4. "If you prepare well, you can improvise freely." What conditional is this?

○ First Conditional

○ Second Conditional

○ Zero Conditional

Freer Practice Your Communication Journey

Used to: What did you use to find difficult about speaking English at work?
First Conditional: If you practise one new skill from this course, what will change?
Passive: Describe a recent achievement: "A new project was completed..."
Reported Speech: What was the best advice you received this year?
Modals: What could you do differently in your next meeting?

Welcome to English Energy

Course Episodes

What You'll Learn

Required Level: Intermediate (B1+)

Companion Mini-Courses

Which Leader Are You?

Meet Your Five Professionals

Nina Chen

Nina Chen

Jack Bellini

Jack Bellini

Martina Nováková

Martina Nováková

Mark Sharma

Mark Sharma

Sophie Laurent

Sophie Laurent

James Davidson

James Davidson

Your Mentor

Viva Richardson

Interactive Classroom Lessons

The Networking Event

How the Flipped Lesson Works

Study the Vocabulary

Read the Dialogue

Read actively, not passively

Before you read on

Before you read on

Before you read on

Reflect Before Class

I am Ready for Class When...

Before Class Review

The Claim + Evidence + Offer Formula

Before you look at the breakdown: can you find the Claim, Evidence, and Offer in Scene 2?

CCQ: Concept Check Questions

Setting the Scene

Dialogue Quick Reference

Students read this at home. Refer to it during discussion.

TP 1: The Art of the Introduction

TP 2: Numbers That Tell Stories

TP 3: Empathy Before Solutions

TP 4: Confident Claims & Evidence

TP 5: Building Strategic Relationships

Communication Frameworks

Three-Part Introduction

CEO Formula: Claim + Evidence + Offer

Prepare at Home Before Next Class

Do this at home before Lesson 1B

Grammar Quick Check + C.E.O. Share

Apply It to Your World

The Summit Scenario

Peer Feedback: What Worked?

New Partner, Improved Formula

Change partners. Use the feedback from Round 1 to improve.

Best Pitch: Present to the Group

Deliver your C.E.O. formula to the whole class

Language to use

Speaking Self-Assessment

Final reflection

Before Episode 2

Practice Exercises

Complete these exercises at home to check your understanding

Present Perfect vs Past Simple

🔍 Stage 1: Discover the Meaning

🤔 Guided Discovery Questions

✅ The Core Difference

❓ Concept Check Questions (CCQs)

📝 Stage 2: The Form

⚠️ The Classic B1+ Mistake

🎤 Stage 3: Pronunciation, Contractions & Weak Forms

Controlled Practice Past Simple or Present Perfect?

Gap Fill Use the correct form of the verb

🌐 Networking Phrases: Present Perfect in Action

Freer Practice Introduce Yourself, Networking Style

The First Meeting

Homework Check

Key Terms

Setting the Scene

The First Meeting: Three Scenes