Workplace MANAGEMENT AND THE BUSINESS ENVIRONMENT
Q Y
ASK AN EXPERT
How can I improve my communication skills?
OUR CREDENTIALS don’t matter as much as your ability to articulate, connect with and
influence others. Can you pitch an idea? Build rapport with a client or consensus among your team? Here are a few communication pointers to give you the competitive edge. Practise higher-order communica-
tion. Not all communication happens effectively along lower-order channels, such as email, social media and text messages. When we need to resolve a conflict or convey a complicated idea, we can’t afford for our higher-order communication skills to be rusty. Keep
your real-time skills sharp to success- fully tackle high-stakes situations. Talk (and type) like your grand- mother is watching. Words can damage our relationships at lightning speed. A blurted retort, a thoughtless email or a hasty remark can land you in hot water. Acting as if someone you respect is looking over your shoulder will give you a pause to get in front of ill-advised words and provide space to self-correct when you’re agitated or confused. Expect less from technology and
more from people. A tech-centered view encourages us to expect too much from our devices and too little from each
other. We assume that hitting send means we’ve communicated, when really, the other person may not have understood the message. Even with the most powerful connection and transmission devices, communication doesn’t happen until the recipient understands what you’re saying. Listen like you’re getting paid for it. People tell us what they value, want and worry about, but we’re oſten too busy thinking about who just texted us to absorb what they’re saying. Listening will help you become a much better communicator and become far more knowledgeable about people you work with.
GEOFFREY TUMLIN is the author of Stop Talking, Start Communicating: Counterintuitive Secrets to Success in Business and in Life (
tumlin.com)
PROFILE GROWTH PROSPECTS
The way SCOTT BOSTON sees it, a career is like an investment strategy. “There’s always a tradeoff between risk and reward. If you take a chance and challenge yourself, you can accelerate your growth,” he says. Perhaps it’s not surprising then that the Calgary-based accountant landed the position of corporate controller at Tesla Exploration Ltd., one of the world’s largest international seismic contrac- tors, in 2013 at the age of 27. Aſter nearly three years with Deloitte working in the energy sector, Boston moved into industry with Niko Resources and joined Tesla a year later. With opera- tions throughout Canada, the US and the UK — and a 2014 revenue of $170 million — the company is set to take on contracts in eastern Africa this year and hopes to expand to South America. — Tamar Satov
14 | CPA MAGAZINE | MARCH 2015
Jimmy Jeong/KlixPix
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