By Brian Kush, CPA, CISA, CITP

“I wish I could have said that another way.”
“I wish I could take back what I said. That wasn’t what I meant!”
“I did not catch a word you just said!”

If you’ve ever been on the giving or receiving end of one of these responses, you’ve just uncovered the biggest problem with communication. It involves two (or more) people!

There is also a four-step process that’s essential to communication. Any effectively delivered and understood message must be:

1. Constructed in the brain of the initiator.
2. Formulated and delivered in a fashion so that the original information makes it from thought to physical message.
3. Heard by the recipient.
4. Interpreted so that the intended message can be processed, and if necessary, acted upon.

During this four-step process there are lots of things that can go wrong. The communicator might not say what was intended. (“Gee, that didn’t sound the way I wanted.”) The recipient might tune out. (“Sorry, I wasn’t listening — I was checking my e-mail.”)

Here are some easy ways to communicate better — and get the results you want!

Take ownership

Communication breakdowns often occur in the fourth part of the process — the recipient did not interpret the message the way it was intended. (“You never told me THAT!”)

A common response is to blame the recipient, but if you want to be a results-based communicator, and if you care more about the execution of effective communication than the blame of ineffective communication, you must take ownership for ALL FOUR PARTS of the process.

That’s right! You must ensure the other person interprets your message correctly. This is not easy because, well, you have no control over their brain.

This may be very difficult. It may take patience. It may take a lot of resolve. What it really takes is a leader. Leaders communicate messages that get results! Leaders realize that without step Nos. 3 and 4 in the communication process, the first two steps mean nothing.

Be wary of accounting lingo

Accountants have an additional challenge. We are part of a “technical” profession. We are tasked with interpreting and communicating the language of business. We deal with a lot of numbers, but we also deal with theories, principles, methods and “gray areas.” We use a lot of acronyms, abbreviations and technical jargon. We communicate with other accountants, but we also communicate with non-accountants — lawyers, executives and other professionals who may not be versed in our lingo.

Many times, if you want others to correctly interpret your message, you must think and communicate like a non-accountant!

Set your intentions

You must become more intentional about planning your important messages. What is the best medium to use? E-mail, text message, voicemail, a live phone call or a face-to-face meeting?

Some messages may lend themselves better to certain media. If you are firing someone, e-mail may not be the best way to do it. If you are relaying to someone a long list of instructions they’ll need to complete a task, a voicemail is probably an inefficient way to do that.

But the most important consideration when deciding what medium to use in crafting and delivering your message is simple: Consider the recipient! What is the best medium to use so the RECIPIENT has the best chance to hear and interpret your message? It’s all about the receiver!

There was an old “Seinfeld” episode in which Jerry lamented about how any rental car company can “take a reservation.” But it’s the holding of the reservation that really matters.

Well, anyone can just send a message. It is easy to just start talking, texting or e-mailing. It is the delivery and correct interpretation of your message that leads to results.

Too many accountants get caught up in their message, their interpretation of an issue or their desire to demonstrate mastery of an accounting issue — and therefore we talk too much like “techies.” We throw out the latest accounting jargon and make the assumption that those listening understand it just as we do.  

This problem is easy to fix. We need to talk like the specific audience “hears.” It is not about “dumbing” down your message. It is quite the opposite. It is about making it more effective! Many times, that means simplifying your message. And all the time it means holding an active conversation in which you confirm their understanding!

You have probably worked with some effective communicators. Do they thrive in using technical jargon? No, they thrive in simplifying their message just enough so that you and others understand it. They thrive based on simplicity and clarity.

Results-based communicators take extra time to ensure recipients understand their messages:

• They ask questions to ensure understanding such as: Did that make sense? Did I say that clearly? They ask THEMSELVES a question ahead of time: How will this person best receive my message?

• They use tools such as metaphors and analogies (if needed). Does the recipient like sports? If so, maybe a sports analogy will be useful in a certain conversation. Was the recipient on another project where something similar occurred? If so, maybe referring back to that situation will help that light bulb go off in understanding the current situation and message. [ED: Place Sidebar 1 near the previous bulleted text.]

Results-based communicators intentionally “design” their important relationships by getting feedback on their communication effectiveness:

• Tell me about our communication levels. How are we doing?

• Have I been too direct and short in my instructions? Too elaborate and detailed? How?

• Are there certain media you prefer? If the matter is urgent, what should we do?

• Do you have any ideas on how we can ensure we are communicating effectively so we both clearly understand our responsibilities?

You aren’t telling them how they SHOULD listen to you. You are showing them that you want to hear how you can best COMMUNICATE with them based on their input. How motivating would it be if all of the colleagues we work with the most took this approach? How much more efficient would our communications be if we invested in our relationships this way?

Soliciting feedback can hold an additional benefit. It tells the other person you care enough about your relationship to make a personal investment in it. The questions above are mostly open ended, which means you are asking for their input and their answers.

These types of questions don’t assume. They don’t pre-judge. They don’t dictate “how it should be.”

They do invite. They do seek to uncover. They do demonstrate a desire for teamwork.

They communicate an important message: The way we interact is important. They may communicate an additional, powerful message: YOU ARE IMPORTANT. Better results will follow!

Brian Kush, CPA, CISA, CITP, is a leadership coach and president at Moxie Partners, and author of “Auditing Leadership” (Wiley, July 2009). Contact him at brian@moxiepartners.com or (888) 548-4696.