WEBCHAT 3 Daily Life
1. Read the texts below and listen to the corresponding audios several times.
3. Interact in the course FORUM.
2. Mediate in chosen activities.
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Executives daily routine often begins early in the morning, as they prioritize a structured start to their day. By 6:00 AM, they might be up and engaged in a morning exercise session, such as jogging or yoga, to boost their energy and focus for the day ahead.
After a quick shower and light breakfast, they could spend some time reviewing their schedule and prioritizing tasks, perhaps checking emails or catching up on industry news.
By 8:00 AM, they are typically in the office, prepared for the first round of meetings, where they connect with team leaders to discuss project updates and strategic objectives. This morning period is crucial for setting the tone and direction for the day.
As the day unfolds, an executive often finds himself or herself juggling various responsibilities, from attending high-level strategy meetings to engaging in one-on-one discussions with department heads. He or she might allocate time for crisis management, addressing unforeseen challenges that require immediate attention.
Lunchtime is likely a mixture of business discussions over meals and brief moments for personal downtime. The afternoon may be filled with reviewing financial reports, mentoring staff, and steering company initiatives. As the day winds down, they may spend some time reflecting on accomplishments, planning for the next day, and touching base with key stakeholders, often wrapping up around 6:00 PM or later, continuing to ensure alignment with the organization's goals.
Robert: Good morning! How was your jog today?
Paul: Morning! It was great, really helps me clear my mind before the day starts. How about you? Did you manage to squeeze in some yoga?
Robert: Yes, I did. It’s amazing how a bit of exercise can set the tone for the day. After that, I had a quick shower and breakfast, then spent some time reviewing my schedule and catching up on emails.
Paul: Same here. By 8:00 AM, I was already in the office, ready for the first round of meetings. It’s crucial to connect with the team leaders early on to discuss project updates and strategic objectives.
Robert: Absolutely. The morning meetings really help in setting the direction for the day. As the day progresses, I find myself juggling between high-level strategy meetings and one-on-one discussions with department heads.
Paul: Tell me about it! And then there’s always some crisis management to handle. Unforeseen challenges seem to pop up at the most inconvenient times.
Robert: True. Lunchtime is usually a mix of business discussions and a bit of personal downtime for me. How do you manage your afternoons?
Paul: My afternoons are packed with reviewing financial reports, mentoring staff, and steering company initiatives. By the end of the day, I like to reflect on our accomplishments and plan for the next day.
Robert: Same here. I also make sure to touch base with key stakeholders before wrapping up. It’s usually around 6:00 PM or later by the time I finish.
Paul: It’s a long day, but ensuring alignment with the organization’s goals is worth it.
Robert: Definitely. Well, here’s to another productive day!
Paul: Cheers to that!
Mediation & Forum
EXERCISE 1
Listen several times to Robert and Paul talking about their daily routine at their office.
Classify the following activities mentioned according to the order Robert and Paul perform, each one from the first to the last, writing the numbers 1 to 10 in the corresponding parentheses:
a. reviewing schedule and catching up on emails ( )
b. jogging / doing yoga ( )
c. discuss project updates and strategic objectives ( )
d. shower & breakfast ( )
e. reviewing financial reports, mentoring staff, and steering company initiatives ( )
f. ensuring alignment with the organization’s goals ( )
g. first round of meetings ( )
h. high-level strategy meetings and one-on-one discussions with department heads ( )
i. lunchtime business discussions and personal downtime ( )
j. touch base with key stakeholders ( )
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