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The second in a six-part installment on leadership skills, this article offers tips for becoming a "results-based communicator" and cutting through the mental clutter. Written by a CPA who is also a leadership coach and speaker. From Disclosures, March/April 2010, Virginia Society of CPAs
The second in a six-part installment on leadership skills, this article offers tips for becoming a "results-based communicator" and cutting through the mental clutter. Written by a CPA who is also a leadership coach and speaker. From Disclosures, March/April 2010, Virginia Society of CPAs
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The second in a six-part installment on leadership skills, this article offers tips for becoming a "results-based communicator" and cutting through the mental clutter. Written by a CPA who is also a leadership coach and speaker. From Disclosures, March/April 2010, Virginia Society of CPAs
Copyright:
Attribution Non-Commercial (BY-NC)
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Als PDF, TXT herunterladen oder online auf Scribd lesen
Tips for becoming a “results-based communicator” and cutting through the mental clutter
By Brian Kush, CPA, CISA, CITP
“I wish I could have said that another Take ownership
way.” Communication breakdowns often “I wish I could take back what I occur in the fourth part of the process — said. That wasn’t what I meant!” the recipient did not interpret the message “I did not catch a word you just the way it was intended. (“You never told said!” me THAT!”) If you’ve ever been on the giving or A common response is to blame the If you want others to receiving end of one of these responses, recipient, but if you want to be a results- you’ve just uncovered the biggest prob- based communicator, and if you care correctly interpret lem with communication. It involves two more about the execution of effective (or more) people! communication than the blame of inef- your message, you There is also a four-step process that’s fective communication, you must take essential to communication. Any effec- ownership for ALL FOUR PARTS of the must think and tively delivered and understood message process. must be: That’s right! You must ensure the communicate like a 1. Constructed in the brain of the other person interprets your message cor- non-accountant! initiator. 2. Formulated and delivered in a rectly. This is not easy because, well, you have no control over their brain. fashion so that the original infor- This may be very difficult. It may take mation makes it from thought to patience. It may take a lot of resolve. physical message. What it really takes is a leader. Leaders 3. Heard by the recipient. communicate messages that get results! 4. Interpreted so that the intended Leaders realize that without step Nos. 3 message can be processed, and if and 4 in the communication process, the necessary, acted upon. first two steps mean nothing.
During this four-step process Be wary of accounting lingo
there are lots of things that can go Accountants have an additional wrong. The communicator might challenge. We are part of a “technical” not say what was intended. profession. We are tasked with interpret- (“Gee, that didn’t sound the ing and communicating the language of way I wanted.”) The recipi- business. We deal with a lot of numbers, ent might tune out. (“Sorry, but we also deal with theories, principles, I wasn’t listening — I was methods and “gray areas.” We use a lot checking my e-mail.”) of acronyms, abbreviations and technical Here are some easy ways jargon. We communicate with other ac- to communicate better — countants, but we also communicate with and get the results you want! non-accountants — lawyers, executives and other professionals who may not be versed in our lingo. Many times, if you want others to “Leader’s Edge” is a six-part Disclosures column by Brian Kush, CPA, correctly interpret your message, you CISA, CITP, focusing on management, leadership and interpersonal must think and communicate like a non- skills essential for CPAs. Brian is a featured VSCPA speaker who travels accountant! the state offering in-house CPE courses. Want to learn more or book Brian for your firm or company? Contact VSCPA Customized Education Set your intentions Manager Lydia Sartori at lsartori@vscpa.com or (804) 612-9425. You must become more intentional about planning your important messages.
8 Leader ’s Edge • Disclosures • March/April
What is the best medium to use? E-mail, text message, voicemail, a live phone call SELVES a question ahead of time: How will this person best receive my Remember this! or a face-to-face meeting? message? Some messages may lend themselves If there is one more thing you better to certain media. If you are firing •• They use tools such as metaphors and take away from this article, it’s someone, e-mail may not be the best way analogies (if needed). Does the recipi- this: Effective communicators to do it. If you are relaying to someone ent like sports? If so, maybe a sports thrive on soliciting feedback. a long list of instructions they’ll need to analogy will be useful in a certain They use feedback to strengthen complete a task, a voicemail is probably an conversation. Was the recipient on an- how they deliver important inefficient way to do that. other project where something similar But the most important consideration occurred? If so, maybe referring back messages so the results they when deciding what medium to use in to that situation will help that light bulb want occur more often! crafting and delivering your message is go off in understanding the current simple: Consider the recipient! What situation and message. You aren’t telling them how they is the best medium to use so the RE- SHOULD listen to you. You are showing CIPIENT has the best chance to hear and them that you want to hear how you can interpret your message? It’s all about the receiver! Remember this! best COMMUNICATE with them based on their input. How motivating would it There was an old “Seinfeld” episode be if all of the colleagues we work with If there is one thing you take in which Jerry lamented about how any the most took this approach? How much rental car company can “take a reserva- away from this article, it’s this: more efficient would our communications tion.” But it’s the holding of the reserva- If you want to be a better be if we invested in our relationships this tion that really matters. communicator, focus your way? Well, anyone can just send a message. attention on the other person Soliciting feedback can hold an ad- It is easy to just start talking, texting or and how they, as the unique ditional benefit. It tells the other person e-mailing. It is the delivery and correct individual(s) they are, will you care enough about your relationship interpretation of your message that leads RECEIVE your message best. to make a personal investment in it. The to results. Make it about them. Not you! questions above are mostly open ended, Too many accountants get caught up If you are not sure how, shock which means you are asking for their input in their message, their interpretation of them! Awe them! Surprise and their answers. an issue or their desire to demonstrate them! How do you do that? These types of questions don’t assume. mastery of an accounting issue — and They don’t pre-judge. They don’t dictate Make a small investment in your therefore we talk too much like “techies.” “how it should be.” We throw out the latest accounting jargon relationship. Take the time to They do invite. They do seek to un- and make the assumption that those listen- ask them a few questions about cover. They do demonstrate a desire for ing understand it just as we do. effective communication. teamwork. This problem is easy to fix. We need to They communicate an important mes- talk like the specific audience “hears.” It is sage: The way we interact is important. not about “dumbing” down your message. Results-based communicators in- They may communicate an additional, It is quite the opposite. It is about making tentionally “design” their important powerful message: YOU ARE IMPOR- it more effective! Many times, that means relationships by getting feedback on TANT. Better results will follow! simplifying your message. And all the time their communication effectiveness: it means holding an active conversation in which you confirm their understanding! •• Tell me about our communication You have probably worked with some levels. How are we doing? Brian Kush, CPA, effective communicators. Do they thrive CISA, CITP, in using technical jargon? No, they thrive •• Have I been too direct and short in is a leadership coach in simplifying their message just enough my instructions? Too elaborate and and president at so that you and others understand it. They detailed? How? Moxie Partners, and thrive based on simplicity and clarity. author of “Auditing •• Are there certain media you prefer? If Leadership” Results-based communicators take the matter is urgent, what should we (Wiley, July 2009). Contact him extra time to ensure recipients un- do? at brian@moxiepartners.com or derstand their messages: (571) 313-1735. •• Do you have any ideas on how we can •• They ask questions to ensure under- ensure we are communicating effec- standing such as: Did that make sense? tively so we both clearly understand Did I say that clearly? They ask THEM- our responsibilities?
Communication Skills: Learn How to Talk to Anyone, Read People Like a Book, Develop Charisma and Persuasion, Overcome Anxiety, Become a People Person, and Achieve Relationship Success.