SixTipsforBetterCommunication

ByBeverlyFlaxington October29,2013

BeverlyFlaxingtonisapracticemanagementconsultant.Sheanswersquestionsfrom advisorsfacinghumanresourceissues.Tosubmityours,emailushere. AdvisorPerspectiveswelcomesguestcontributions.Theviewspresentedheredonot necessarilyrepresentthoseofAdvisorPerspectives. Asanindustry,welackcommunicationandpeopleskills.Anumberofmeetingsover thelastfewmonthspromptedmetodevotethisweekscolumntosixtipsto complementyourtechnicalandfinancialabilitieswithcommunicationskills.These tipswillmakeyouamoreeffectiveleader. 1. Learnhowtopresentwithconfidence.Doyouknowyourinformationreallywellandexpectthat everyonewillunderstandwhyitsimportant?Thisisalltoocommon.Rememberthatan audiencedoesntseewhatyouseeandknowwhatyouknow.Learnhowtoreadyour audience,beitonepersonorthousands,anddeliverinformationtotheminacontextthat allowsthemtofullyunderstandthematerialanditsconsequences. 2. Rememberthattheycanworkelsewhere.Ihearfartoomanyleaderssay,Iftheydontlikeit, theycangosomewhereelse!Theworstnightmareforanybossshouldbethatinsteadof goingelsewhere,youremployeesdecidetosabotageyourorganizationinotherways.No organizationcanrunwellandsucceedforthelongtermwithoutmotivatedandenthused staffmembers.Yes,youcanmakemoneyandhavegoodfinancials,butaconsistentlytop performingorganizationneedscommittedemployeestomakeitreallyhum. 3. Youcannevercommunicateenough.Senttheemailandgiventhebulletpointsaboutwhatthe companyisdoingnext?Thinkyouredone?Thisisacommonfailing.Manypeopleintopoffices withfirmslargeandsmallthinkthatjustbecausetheyputamessageoutthere,everyone knowsitandreceivesit.Adultlearnersneedtoreceiveinformationinavarietyofways written,auditory,visualandtheyneedtoconnectittotheirdaytodaylives.Whatdoesthe nextbigchangemeantothem,intheirrole?Howshouldtheyunderstanditandthinkaboutit? Beclearandcommunicateinavarietyofwaystoensureamessageisheard. 4. Learnwhatthepeoplebelowyoudoeveryday.Howcanleadermakedecisionswhentheyonly thinktheyknowthejobspeoplearedoing?Youcantpossiblyunderstandimpact,orwhatit willtaketogetsomethingdone,withoutseeingfirsthandwhatsgoingon.Takethetimetosit andobserveyourstaffmembers.Runfocusgroupstolearnaboutobstacles.Considerdoingthe jobofsomeoneelsetogetafeelforwhattheydealwitheveryday.Thereisnothingthat meansmorethanastaffmemberthanrealizingthebossunderstands. 5. Letthembringforthbothproblemsandsolutions.Ihearsomanypeopleintoprolessay,They shouldbringmesolutions,notproblems.Yes,youwanttohavestaffthatseesanissueand suggestsawaytofixit.Butmanypeoplehaveneverlearnedgoodproblemsolvingskillsand -1 Copyright 2013, Advisor Perspectives, Inc. All rights reserved.

dontknowhow.Listentowhatswrongwithanopenmindandthenguidethemtofind solutions.Teachcollaborativeproblemsolvingthroughouttheorganization. 6. Recognizethatitsnotallaboutthemoneyorassets.Thisbusinessallowspeopletobecome very,verywealthy,andassetgrowthandperformancearekeyindicators.Butpeoplearestillat therootofwhatwedoandhowwedoit.Valuethepeopleinyourorganizationasmuchasyou dotheassetstheytakecareof.Mostemployeeswantnothingmorethantobevaluedand appreciated.Findwaystoshowappreciationandthankstothosewhoworkforyou. Smalltweakstoyourcommunicationroutinescouldyieldbigchangesinhowyourorganizationfunctions andhowyouremployeesreceiveandrespondtoyourleadership. BeverlyFlaxingtoncofoundedTheCollaborative,aconsultingfirmdevotedtobusinessbuildingforthe financialservicesindustryin1995;in2008shecofoundedAdvisorsTrustedAdvisortoofferdedicated practicemanagementresourcestoadvisors,plannersandwealthmanagers.Sheiscurrentlyanadjunct professoratSuffolkUniversityteachingundergraduatestudentsLeadership&SocialResponsibility.Beverly isaCertifiedProfessionalBehavioralAnalyst(CPBA)andCertifiedProfessionalValuesAnalyst(CPVA). Shehasspentover25yearsintheinvestmentindustryandhasbeenfeaturedinSellingPowerMagazine andquotedinhundredsofmediaoutlets,includingtheWallStreetJournal,MSNBC.com,InvestmentNews andSolutionsMagazinefortheFPA.Shespeaksfrequentlyatinvestmentindustryconferencesandisa speakerfortheCFAInstitute.

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-2 Copyright 2013, Advisor Perspectives, Inc. All rights reserved.