“Bob, you always sound so literate. What’s your secret?”

I’m sure someone named Bob received a compliment like this. I haven’t, but I’m not dead yet so it could still happen. In the meantime, here are a few of my … well, if they aren’t my secrets for sounding literate, exactly, they’re techniques I rely on.

Think geometrically: No, no, no, no, no. When deciding whether a rectangle, triangle, or rhombus is best for enclosing text on a PowerPoint slide, choose what you like. I’m suggesting you organize whatever document you’re creating like a geometric proof.

As you might recall from your high school days, depending on which high school you attended and what shape your memory is in, geometric proofs begin with stated assumptions (axioms) and proceed with inferences drawn from the axioms and from previously stated inferences, until the geometrician has reached the desired conclusion.

When you write to make a point, you should also take care to make sure each point you make flows clearly and logically from the previous points you’ve made, stating and explaining each transition without asking your reader to figure out the connections.

Put yourself last: We’re talking about lists, not cafeteria lines. If you and several colleagues worked on something, for example, you don’t say, “I, Sam, Merry, Pippin, and Gandalf destroyed the ring of power.” You say, “Sam, Merry, Pippin, Gandalf, and I.”

It’s better writing, and better manners.

Choose the best word. A friend used to talk about the pointlessness of worrying whether to say “happy” or “glad.”

Guilty as charged. Here’s why: “Happy” has childlike overtones. “Glad” doesn’t, but still isn’t as adult as “pleased.”

Except that “worry” is the wrong word too (see?). I evaluate the two words to choose the one that fits the situation best.

Second example, for something more negative. Do you think it’s awful? Disastrous? Poorly done? Putrid?

Will the result be disappointing? A calamity? Horrible?

English provides a wide range of overlapping but distinct alternatives for most situations. Take advantage of it.

But don’t show off. There are underused words you can and should take advantage of. On the positive side of things, I put “phenomenal” in this category. On the negative side there’s “wretched” — a word I’m quite fond of, but that rarely belongs in business writing.

Speaking of choosing the best word …

Avoid “thing.” Whatever “thing” you’re talking about, in the English language you can almost certainly find a word that nails down what you’re talking about more precisely than the most generic noun in the language. Well, one of the two most generic; “stuff” is just as generic, and almost always just as avoidable.

They also aren’t interchangeable — things are discrete and countable where stuff is continuous. And, stuff has a slight overtone of messiness, too.

Sludge is stuff. A vat of sludge is a thing.

And another thing …

Avoid “there are.” There are usually better ways to start making a point. For example, “You can usually find better ways to start making a point.”

Get “that” and “who” right. When you’re talking about a person it’s always “who,” as in, “Harry is the employee who best exemplifies what I’m talking about,” vs “Netflix is the company that best exemplifies it.”

Get “less” and “fewer” right. When you’re talking about stuff, use less. When you’re talking about things, use fewer, as in, “With the new quality program we’ll have fewer defects.” Now, now, don’t be skeptical. It’s just an example, to distinguish fewer from, “With the new program we’ll have less waste.”

Avoid duplication and redundancy. Not really. Sometimes, “Saying this is redundant and duplicative,” does help emphasize a point more than just one or the other. I’m talking about phrases like, “We have to plan for the future.”

Not that this is a bad period of time to plan for; certainly it makes more sense than planning for the past or present. But “We have to plan,” (or, “We have to develop a plan,”) sounds just an increment more literate and makes the same point.

Make paragraphs short. With more than five or six lines in a paragraph the human visual system has a hard time keeping its place in the text. Reading content with long paragraphs is fatiguing.

Short paragraphs are, in addition to being more courteous, also selfish. With short paragraphs, those reading your dulcet prose are more likely to read it instead of skimming.

Keep the whole thing short. As short as possible, that is, and no shorter. KJR, for example, adheres to a strict length limit and I work hard to keep it within

There’s never been a worse time to be a bad IT manager.

IT unemployment rates have plummeted nationwide. Even where it’s bad, like West Virginia, 4.3% is still pretty good. And if you’re an unemployed IT professional who lives in West Virginia and you’re willing to relocate, it doesn’t have to be Nebraska or North Dakota (1.6%). You could probably find work in Hawaii if the island life appeals to you (2.0%) or a true paradise like Minnesota (2.3%) (okay, it isn’t paradise, but it’s where I live).

Right now, if you’re an IT professional with even a few years of experience under your belt and can’t find a job, it’s safe to say you’re doing something wrong.

Which also means that if you’re an employed IT professional working in a toxic situation, there’s little reason for your suffering to continue.

What you might need are ways to spot when your work environment is about to become toxic … for example, when a new manager replaces the one with whom you’ve established a comfortable working relationship and it isn’t clear what working with your new boss will be like.

As always, KJR is here to help with some Workplace Incipient Toxicity Indicators, to help you spot when it’s time to polish your resume, redouble your networking efforts, and scan the landscape for more congenial situations.

But first, a non-indicator, just in case you’re a newbie at this and not a hardened cynic (that is, someone who looks at the world through glass-colored glasses).

The non-indicator: Your new manager says all the right things. Of course he does. In my experience, every new manager always says all the right things because they’ve all been through this themselves and have memorized the Right-Thing-To-Say Playbook.

Instead, pay attention to these, more reliable indicators:

Talk-to-listen ratio: Smart managers know that when they walk into a new situation, they know very little about what they’re facing. Smarter ones know the odds are high that what’s been explained to them has at best a limited correlation with what’s really going on.

The smartest make time to listen to the people who do the actual work of their organization or, if the organization is too big, to ask lots of people who the star performers are and then make time to listen to them.

If your new manager doesn’t invest heavily in organizational listening, it’s a sign it’s time for you to move on.

High-level/low-level attention span: The higher up someone is in the management hierarchy, the less time they have to understand the details. The effective ones understand that this is a problem — that “the view from 50,000 feet” is ManagementSpeak for “wrong” — and make sure their having too little time to master the details doesn’t lead them to make ignorant decisions. They achieve this by delegating decisions to those most competent to make them, namely, those who do sweat the details, to whom they share the strategy without considering it to be the only decision dimension that matters.

Those who care more about climbing than about getting the job done look at upper managers who don’t personally deal with the details and consider it a career advancement strategy. They make it clear they operate at a strategic level — that details are unimportant irritations best left to lesser mortals, so please don’t waste my time with trivia. I have more important matters on my superior mind.

If your new manager doesn’t recognize that, in the wise words of the KJR Manifesto, “Before you can be strategic you have to be competent” … if she doesn’t recognize that strategies that ignore the details are strategies that will fail … it’s probably time for you to choose a new employment strategy.

One that will allow you to succeed.

Too much to do. Too little time: One of the most important skills for anyone in management is to keep control of your calendar. If someone else controls your schedule, they control you.

If your new manager is chronically overwhelmed by his list of appointments, all of which require his personal attendance, your new manager isn’t someone you should tie your fortunes to for the long haul.

If we were living through a replay of 2008, I’d be giving you different advice — about how to survive in bad situations.

Right now, employees have choices. So don’t be victimized by a toxic workplace. You can do better.

So do it.