{"id":114986,"date":"2023-09-12t11:55:26","date_gmt":"2023-09-12t15:55:26","guid":{"rendered":"\/\/www.g005e.com\/?p=114986"},"modified":"2024-08-27t17:01:15","modified_gmt":"2024-08-27t21:01:15","slug":"dont-overlook-internal-communication","status":"publish","type":"post","link":"\/\/www.g005e.com\/2023\/09\/12\/dont-overlook-internal-communication\/","title":{"rendered":"don\u2019t overlook internal communication"},"content":{"rendered":"
<\/strong><\/p>\n bonus checklist: five questions to evaluate yourself.<\/strong><\/p>\n by martin bissett<\/i> the passport to partnership study collated a number of responses in a conversational style. several examples really stood out as the first steps in effective communication:<\/p>\n would we put this person in front of a client?<\/p>\n more: <\/b>how to develop your communication abilities<\/a> | four surprising keys to communication<\/a> | three questions about your competence<\/a> | 10 can\u2019t-skip steps for business development<\/a> | attract clients, don\u2019t chase them<\/a> | eight questions to hold yourself accountable<\/a> | 10 questions for reconsidering your prices<\/a> meaning: the clients are our source of income; we don\u2019t jeopardize that for anything. if we think that this person will do anything less than consolidate the perception of the firm and its people in the eyes of the client, we\u2019ll keep them back in the office. meaning: let\u2019s never forget where we came from or labor under the misguided belief that because someone has less authority in the firm or a lower pay grade, they are somehow inferior to you.<\/p>\n a case study on communication<\/strong><\/p>\n deborah had done well. she was well liked by her clients and colleagues alike. the natural and authentic approach that \u00a0she had with them had resonated well. the confidence that\u00a0all stakeholders had in her technical abilities was now being augmented by their level of comfort in her interpersonal\u00a0skills.<\/p>\n all was going well until she had a new hire join her team. the young man, though talented, did not respond well to her style, was confrontational and even went above her head to the managing partner to express his chauvinistic unwillingness to take direction from a superior of \u201cthe opposite sex.\u201d while the young man was rightly chastised\u00a0for his behavior, it didn\u2019t change in the short term.<\/p>\n deborah became part incredulous and part indignant. she started choosing other members of her team to give work to and started deliberately selecting this young man for menial tasks well below his ability.\u00a0what had started as a minor irritant quickly escalated into a full-blown standoff and the threat of a \u201csilo\u201d micro-culture in her department was becoming a fast reality.<\/p>\n deborah was out of her depth for the first time in a long time. her own work suffered as she tried to understand how to manage this situation and find a form of communication that might work with her young miscreant.<\/p>\n the managing partner called deborah into his office. he advised her:<\/p>\n this young man is out of order and make no mistake, if he carries on this way, he will be looking for another position soon enough. you need to know that you have our full backing. however, you also need to know that he comes from a whole family of cpas including his father and his grandfather. it was a male-dominated profession in their time and he has grown\u00a0up and been educated with that world\u00a0view. he now needs educating out of it.<\/p>\n if nothing else, he\u2019s got ability and you could sorely use that in your department right now. may i respectfully suggest that you take time out with him away from these premises, in an informal setting. don\u2019t drop down to his level but demonstrate how you\u2019ve gotten to where you are on merit and that you hold the keys to his future in this firm. take an interest in him, ask him to collaborate with you on finding a productive way to work together and let me know how it goes.<\/p>\n your responsibility, deborah, is to rise above this type of issue. you have an increasingly large responsibility for a major profit center of this firm. when issues like this arise, either manage the person up or manage them out.<\/p>\n <\/a><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n","protected":false},"excerpt":{"rendered":" bonus checklist: five questions to evaluate yourself.<\/strong>
\npassport to partnership<\/i><\/a><\/p>\n
\nexclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n
\n
\nhow does this person deal with those in support roles?<\/p>\n
\n<\/a>
\nby martin bissett<\/i>
\npassport to partnership<\/i><\/a><\/p>\n","protected":false},"author":1343,"featured_media":44390,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[3120,3002,2301],"tags":[],"class_list":["post-114986","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pro-member-exclusive","category-special","category-talent"],"acf":[],"yoast_head":"\n