Say What!? Communicate with Tact and Impact: What to Say to Get Results at Any Point in an Audit

Description

This book addresses the important role of communication within the context of performing an audit, project, or review (i.e., planning, detailed testing, and reporting). Intended for audit, information security, enterprise, and operational risk professionals at all levels, including those just starting out, Say What!? Communicate with Tact and Impact: What to Say to Get Results at Any Point in an Audit contains an array of practical and time-tested approaches that foster efficient and effective communication at any point during an engagement. The practical and memorable techniques are culled from author Ann M. Butera's CRP experience as a trusted advisor who has taught thousands of professionals how to develop and hone their interpersonal, communication, and empathic skills. Those familiar with the Five Tier Competency ModelTM she developed will recognize these techniques as a deep dive on the competencies comprising Tier 3: Project Management and Tier 5: Managing Constituent Relations. The author discusses the following behaviors in one's dealings with executives, process owners, control performers, and colleagues: Demonstrating executive presence Becoming the trusted advisor Influencing others Communicating with tact, confidence, and impact Facilitating productive meetings and discussions Overcoming resistance and objections Managing and resolving conflict Knowing when to let a topic go and move on This book is a guide for professionals who want to interact proactively and persuasively with those they work with, audit, or review. It describes techniques that can be used during virtual, in-person, telephone, or video conferences (as opposed to emails, workpapers, and reports). It provides everyone (newer associates in particular) with the interpersonal skills needed to (1) develop and build relationships with their internal constituents and clients, (2) facilitate conversations and discussions before and during meetings, and (3) handle impromptu questions with confidence and executive presence and make positive first impressions. The topics and techniques discussed are accompanied by case studies, examples, and exercises to give the readers the opportunity to develop plans to bridge the gap between theory and practice. The readers can use the book as a reliable resource when subject matter experts or training guides are not readily available. Cover Endorsement Page Half Title Series Page Title Page Copyright Page Table of Contents Preface Chapter 1: Purpose 1.1 Why a Book on Communication? Chapter 2: How to Get the Most from This Book Chapter 3: Projecting Executive Presence 3.1 External Packaging 3.2 Mental Acuity 3.3 Personal Values For Skill Practice Chapter Summary Notes Chapter 4: How to Be the Trusted Advisor 4.1 So….How Do I Become the Trusted Advisor? 4.2 Timeliness 4.3 Approachability and Credibility 4.4 How We Undermine or Sabotage Ourselves 4.5 Why Being a Trusted Advisor Is So Important For Skill Practice Chapter Summary Chapter 5: Influencing Others for Results 5.1 Is Influence Just a Manipulation? 5.2 What Are the Traits of an Effective Influencer? 5.3 Are You a Pusher or a Puller When It Comes to Influencing Others? 5.4 What Influences Others to Act? 5.5 Strategies for Increased Influencing Ability 5.6 Are You Sabotaging Yourself? For Skill Practice Chapter Summary Notes Chapter 6: Facilitating Meetings and Discussions 6.1 Why Meet at All? 6.2 To Meet or Not to Meet, That Is the Question 6.3 Six Steps to Planning Effective Meetings 6.4 Do I Really Need an Agenda? 6.5 Tips for Sequencing the Agenda Items 6.6 Tips for Running Effective Meetings 6.7 But Be Ready to Intervene 6.8 Notes 6.8.1 Tips for Effective Note-taking 6.8.2 Special Tips for Telephone and Virtual Meetings For Skill Practice Chapter Summary Note Chapter 7: Speaking with Tact, Confidence, and Impact 7.1 Getting Rid of the Nerves 7.1.1 Breathing Exercises 7.1.2 Mental Rehearsal 7.1.3 Vocal Rehearsal 7.1.4 Physical Rehearsal 7.1.5 Identifying “Friendly Faces” 7.2 Planning Your Message 7.3 Strategies for Organizing Presentations 7.3.1 STRATEGY 1. The Critical Linkage TM 1 7.3.2 STRATEGY 2. The Attention Grabber 7.3.3 STRATEGY 3. The Rational Approach 7.3.4 STRATEGY 4. The Devil’s Advocate 7.3.5 STRATEGY 5. The Chronological Approach 7.3.6 STRATEGY 6. Tell ’Em, Tell ’Em, and Tell ’Em Again Approach 7.4 Analogies and Metaphors – An Easier Way to Talk Techie 7.5 Handling Audience Questions Chapter Summary For Skill Practice Note Chapter 8: Delivering Bad News without Causing Bad Feelings 8.1 Bad News – A Matter of Perception 8.2 Sooner Is Better than Later 8.3 Planning the Message 8.4 Tips for Delivering the Message 8.5 Tips to Soften the Blow For Skill Practice Chapter Summary Note Chapter 9: Ways to Overcome Objections and Resistance 9.1 Getting Closure 9.2 Your Attitude toward Objections 9.3 Using Objections to Your Advantage 9.4 Stalls versus Objections 9.5 Techniques for Overcoming Objections 9.6 The Fundamental Rules for Handling Objections 9.7 How to Overcome Objections Once They Are Raised 9.8 Typical Objections and What to Say 9.9 Four Closing Techniques For Skill Practice Chapter Summary Chapter 10: Managing and Resolving Conflicts 10.1 Sources and Symptoms of Organizational Conflict 10.2 All Disagreements Are Not Conflicts 10.3 Are We Causing Conflict Unintentionally? 10.4 Handling Crucial Conversations 10.5 Typical Views on Conflict 10.6 Eight-Step Problem Solving Model For Skill Practice Chapter Summary Chapter 11: Specialized Negotiation Skills 11.1 Characteristics of the Ideal Intraorganizational Negotiator 11.2 The Role of Negotiation in Risk Management 11.3 Four Key Indicators to Gauge the Success of a Negotiation 11.4 Guidelines for Planning Effective Negotiations 11.5 The Importance of Variables 11.6 Tactics for Negotiating Quality Results 11.7 Four Negotiation DON’TS 11.8 Five Outlooks That Lead to Poor Negotiated Results 11.9 Techniques for Handling Special Negotiation Circumstances 11.9.1 For Telephone Negotiations 11.9.2 For Long-Term Negotiations 11.10 Negotiation Tricks and Gambits 11.10.1 Negotiating Ploy 1 – The Nibble 11.10.2 Negotiating Ploy 2 – The Flinch 11.10.3 Negotiating Ploy 3 – The Higher Authority 11.10.4 Negotiating Ploy 4 – The Bottom Line 11.10.5 Negotiating Ploy 5 – Good Guy/Bad Guy 11.10.6 Negotiating Ploy 6 – The Set-Aside 11.10.7 Negotiating Ploy 7 – Personal Attacks 11.10.8 Negotiating Ploy 8 – Precedents 11.11 Avoiding Deadlocks in Negotiation 11.12 Tactics for Making Offers and Counteroffers For Skill Practice Chapter Summary Notes Chapter 12: When to Let Go and Move On 12.1 Dead End Signals 12.2 When to Persevere and When to Let Go For Skill Practice Chapter Summary Bibliography Index