People-Centric Skills
eBook - ePub

People-Centric Skills

Interpersonal and Communication Skills for Financial Professionals

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  2. ePUB (mobile friendly)
  3. Available on iOS & Android
eBook - ePub

People-Centric Skills

Interpersonal and Communication Skills for Financial Professionals

About this book

Use your interpersonal and communication skills as a financial professional to work successfully with clients

Embark on a journey to further develop your career when you read People-Centric Skills: Interpersonal and Communication Skills for Financial Professionals, 2 nd Edition. Business leaders consider employee communication skills and critical thinking abilities as essential elements for success. In their work, all professionals must communicate clearly and rely on their interpersonal skills to be successful.

This second edition of People-Centric Skills shares the fictional story of Dalton Zimmer, executive coach and public speaker. Dalton, all the while juggling his business, kids and social life, provides coaching and communication strategies for handling challenging situations faced by his clients.

This insightful narrative will help you expand communication and soft skills as a CPA, auditor, financial planner or other financial professional.

As Generation Z is entering the work force, the communication gap between Z and Boomers or Generation X is widening significantly. New to the second edition, you'll find a discussion of communication between generations and how to bridge them as a financial professional.

You can be a more people-centric leader as you engage with a wide range of clients and associates. This book can be a first step to improving interpersonal and communication skills as you continue to develop in your career.

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Information

Publisher
Wiley
Year
2020
Print ISBN
9781119669302
Edition
2
eBook ISBN
9781119669319

CHAPTER 1
The People-Centric Journey Begins Anew

INTRODUCTION

Dalton finally settles into his seat on American Airlines flight 330, now delayed for three hours due to … who knows what the excuse is today. As a too-frequent traveler (and someone who loves control), he has given up on attempting to comprehend many things he cannot control. Happy to get an upgraded seat, he prepares for takeoff by gulping down a Tito's and soda, not taking the time to savor the flavor (or lack thereof). Regardless of the fact that he travels close to 200,000 miles a year, he never seems to get used to being on a plane—and out of a position of control. He very rarely sleeps in transit, so he plans to use his plane time wisely and goes through his running (and never-ending) task list.
At times, Dalton has overextended himself, even if he controls his own schedule. He fights a constant battle between having quality time and earning the money that enables him to have quality time. Tonight, he is heading from Sacramento to Orlando, but due to delays, he is routing through Miami and not directly to Walt Disney World. Instead of landing at the originally scheduled time of 5:00 am, this gets him in at 10:30 am—definitely a challenge to speaking coherently to an audience of 450 risk professionals at 1:00 pm. He has always viewed problems like these as self-imposed challenges and had fun with the circumstances.
One of the reasons Dalton took on this ambitious schedule is that it will give him the opportunity to meet his kids, Caleb and Liora, in Orlando and take them on a late summer trip to Disney World. The kids flew in with his ex; after a few years of getting a feel for their after-marriage relationship, he and his ex have achieved a very good rapport. In fact, it is reminiscent of the relationship he fell in love with. Revisionist historian—no regrets. Move forward.
Both Caleb and Liora have been accepted into a great middle school after suffering from constant bullying over the previous year. Fingers crossed, but everyone agrees this is the place both can thrive. This trip is a reward for all they have been through over the previous year.
Loving his job/company/profession Is key to Dalton's continued self-motivation. Keeping clients happy, making a difference, giving other like-minded individuals opportunities to be successful—this is what he lives for! Regardless of not sleeping for 32 hours, he known that when it Is his time to own the stage, he will always be successful, but maybe the time has come to avoid these kinds of scenarios! Over the past five years, Dalton's business has grown exponentially. His biggest hurdle—leveraging a business dependent upon one person/one personality—has been overcome by finding like-minded people and on selling clients not on a replacement for Dalton but on a different approach. All the other life coaches/trainers working with Dalton bring exceptional diversity in background and experience to the table. It works, but finding like-minded people was not a simple task.
This in-flight evening was slated to be full of administrative tasks: proposals, billing, client follow-up, and brainstorming strategies for client issues and potential go-to market strategies for some new initiatives. After takeoff (and turning on Avengers: Endgame), Dalton pops out his new rose gold tinted MacBook Air. Everything tech-related that Dalton owns is Apple and rose gold; he enjoys the general theme without explicitly stating that everything his team does turns to gold.
Dalton needs the noise of the movie streaming through his wireless headphones to help him block out distractions and focus more. After handling some of the mindless administrative tasks, Dalton turns to his detailed task list and begins to project-plan his approach to his new and continuing client engagements:
  • For a new client in San Francisco, SoJo Technologies, Dalton has been called in by the chief financial officer, Kelli Jackson, to assist in interviewing a suspected fraudster, Julianne Cranson. Julianne is a high-level sales executive who has always been one of the company's top producers but is suspected of numerous violations, including kickbacks and undocumented discounts to customers, fraudulent reporting of travel expenses, and threatening employees. Kelli wants to handle this internally with some help. They have not been able to find evidence of fraud and are hoping a discussion with Julianne will resolve this one way or the other. Kelli and Dalton have been professional acquaintances and friends for a few years now. Dalton has also coached Kelli on presenting to her company's audit committee and board, and he is returning for hands-on instruction with her and her executive team. This meeting is scheduled for early next week, after the short jaunt to Disney World.
  • Dalton is planning a visit to San Jose to meet with Chief Financial Officer Brad Lester of Stanton Electronics, a long time friend and client. During a quick phone chat, Brad mentioned some of the issues he has with his team and that they are not as dedicated as his previous teams. Brad is a workaholic, dedicated primarily to his job and secondarily to his family, and he expects the same from his employees.
  • Dalton is also working with a new client in his hometown of Dallas on change management and driving cultural change.
If only all the issues on his plate were work-related (and therefore billable) rather than his day-to day life:
  • Dalton's ex-wife, Leslie, is Caleb's newly appointed soccer team manager and wants to make sure the communication issues the team has suffered from in the past do not continue to occur. Dalton and Leslie are planning to discuss this during this weekend trip.
  • Dalton is also working on a new project with his kids, highlighting the issues both have experienced through bullying over the past year. These are very difficult lessons for the kids but it's also a great opportunity to learn and, even better, help fight this very serious issue in all schools, specifically private schools.
Dalton's company has grown immensely and he is now just trying to keep up with the many moving pieces. More important, he's trying to be a good dad and role model to his kids.

CHAPTER 2
Reading Through People

DALTON ARRIVES AT the office of his client SoJo Technologies in San Francisco to assist the CFO in interviewing a suspected harasser and fraudster, Julianne Cranson. Julianne is a high-level sales executive who has always been one of the company's top producers but is suspected of numerous violations, including kickbacks, undocumented discounts to customers, fraudulent reporting of travel expense, and threatening employees. Dalton advises Kelli Jackson on how to approach Julianne and how to read her. Dalton has also coached Kelli on presenting to the audit committee and board and is planning a return visit for hands-on instruction for her team.

PEOPLE-CENTRIC SKILLS IN THIS CHAPTER

  • Differences between audit interviews and fraud interviews
  • Fraud interview techniques and questions
  • Reading body language, tone, and voice inflection in any situation
  • Listening and responding to plausible deniability

KEY WORDS

  • Reading People
  • Body Language
  • Neurolinguistic Eye Cues
  • Gesture Clusters
  • Facial Expressions
  • Plausible Deniability
Another day, another long flight. Orlando to San Francisco is a nice six-hour jaunt and, on a Sunday night, is not exciting. Dalton loves to travel inconspicuously and not say a word to anyone throughout the flight. This is his me time. Draped in his Adidas Firebird tracksuit (reminiscent of Run DMC), he boarded for the long trip. He was sad to leave the kids with Leslie; he always is. It never gets any easier. It only seems to get harder on the kids, and that is why Dalton continues to rely more and more on his team. Early retirement is definitely the plan.
Once the plane settled into a comfortable cruising altitude, Dalton dove into researching SoJo Technologies. Kelli has been a friend for many years and Dalton has watched her grow into this role with SoJo. He always knew she was going to be a star; it was just a matter of time. She has been CFO for the past four years and the company has grown exponentially in that time. She has been a major part of the expansion and going public. Since before Kelli's arrival, SoJo's top salesperson has been Julianne Cranson. Julianne was one of the first employees of the company and has strong ties to SoJo's founders. She is one of the main reasons why SoJo has gone public and has grown over the past five years. Julianne's profile reads like that of many top salespeople:
  • Early 40s
  • Extroverted personality
  • Good conversationalist
  • Always thinking five steps ahead
  • Very good at psychoanalysis
Julianne will be a challenge for Dalton. She has been accused of rampant fraud, but the company has struggled to pin down the exact nature of the fraud. In fact, Dalton doubts if the owners really want to accuse her of fraud. She has been such a big part of the company's success that it is hard to think of SoJo without her. Jules (as she likes being called) has been accused of giving away software modules outside of the contract terms and other internal abuses. She has always had leeway to do what it takes to get the deal done. However, the leeway has turned into abuse, Kelli suspects. Jules has also been going through a bad divorce over the past two years: cheating, custody battle, a little bit of everything. Since the divorce proceedings began, Jules has been inconsistent. You could see it was taking its toll on her and her work.
When the long flight finally landed, Dalton hurried to the hotel to unpack and relax for a few minutes before calling it a night. There would definitely be a long day ahead.
The next day, as he summoned an Uber, Dalton shook his head as he thought about all the poor saps looking for a place to leave their cars while they dashed inside stores or restaurants for whatever brought them to San Francisco's Financial District. As his Uber turned onto Sacramento Street, he reflected on the fact that parking always seemed to be a challenge. What a beautiful day, with weather he rarely experiences living in Dallas. The bay wind whipped over his freshly shaved head as he headed for the elevator. His thoughts turned toward the day's visit to SoJo Technologies, the tech giant recently in the news for their latest medical invention, a device purported to eliminate the need for corrective lenses. Their product was expected to revolutionize the industry—no more surgeries, no more contact lenses, no more eyeglasses. Ever the skeptic, Dalton wondered if something like this could really work. The video showed users wearing the device at the office, in the gym, and while driving. Well, he thought, at least it's stylish. The promo ran through his head again. For as little as 30 minutes a day, you could eliminate the need for glasses? Hmm. If it worked, their device would cost a lot of people their jobs. He sighed. Therein lay the rub. Market disrupters are great until the layoffs start happening. Dalton pondered how Stuart De La Deccio was taking it. The head of the largest eyewear conglomerate in the world must be panicking right about now. His factories supplied the bulk of the world's prescription eyewear.
Dalton stared impatien...

Table of contents

  1. Cover
  2. Table of Contents
  3. Foreword
  4. Preface
  5. Acknowledgments
  6. CHAPTER 1: The People-Centric Journey Begins Anew
  7. CHAPTER 2: Reading Through People
  8. CHAPTER 3: Emotional Intelligence
  9. CHAPTER 4: Different Points of View: Using Self-Awareness and Empathy Effectively
  10. CHAPTER 5: Wrong Mode = Wrong Mood: Determining the Optimal Mode of Communication
  11. CHAPTER 6: Influencing Change Throughout Any Business
  12. CHAPTER 7: Projecting the Real You: Public Speaking
  13. CHAPTER 8: Coaching and Mentoring
  14. CHAPTER 9: Presentation Skills and Body Language
  15. CHAPTER 10: Thinking Quickly on Your Feet
  16. CHAPTER 11: Coaching and Mentoring, Revisited
  17. CHAPTER 12: Crisis Management
  18. Epilogue
  19. Appendix
  20. About the Author
  21. Index
  22. End User License Agreement

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