Deanna Sullivan. Perception is Reality Working to Enhance the Image

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1 Deanna Sullivan Perception is Reality Working to Enhance the Image

{Su foto} Deanna Sullivan CIA, CPA, CFE SullivanSolutions Founder and Principal of SullivanSolutions Delivers coaching and training on risk management and internal controls; leadership skills:

2 {Su foto} Deanna Sullivan CIA, CPA, CFE SullivanSolutions Founder and Principal of SullivanSolutions Delivers coaching and training on risk management and internal controls; leadership skills: interpersonal skills; facilitation and communication skills Formerly a partner with Arthur Andersen; Global Director of Process &Methodology for their Risk Consulting practice Frequent speaker at conferences and events, including the IIA International conferences in Chair of the 2006 IIA International Conference in Houston, Texas

3 Presentation Overview What our clients hear, see, and think Why there is a gap in perception Strategies for enhancing our image 3

4 Differences in Perception We say: We are going to perform an audit of your area. The client hears:????? We say: We are here to help. The client hears:????? We say: We have identified some areas for process improvement. The client hears:????? 4

5 Perception Versus Reality Reality is the state of things as they actually exist, rather than as they may appear or may be thought to be. Reality is merely an illusion, albeit a very persistent one. Albert Einstein 5

6 Perception Versus Reality The meaning you give to a stimulus you perceive will fundamentally shape the choices and actions you take in response to it. How you analyze what you perceive will be greatly influenced by many factors, including your past experiences, feelings, imagination, values, memories, beliefs and your cultural setting. 6

7 Why is There a Difference? 1. Preconceived idea of what Internal Audit is and does What they have heard from others What they have experienced in the past 2. No idea of what Internal Audit is and does 3. They don t trust us because: Don t know us Don t like our personality/behavior 7

8 Strategies for Enhancing Our Image Improving communication by understanding behavioral styles and how to adapt 8

9 Concepts Behind Styles Styles consist of behaviors Everyone is capable of behaving in a range of ways Everyone is capable of demonstrating behavior from each style People have preferences in how they interact and want to be interacted with Communication effectiveness is enhanced by understanding your own style and those of others

10 Tracom Social Style Model Assertiveness Dimension Is the person more tell assertive or more ask assertive? Responsiveness Dimension Is the person more emote responsive or more control responsive?

11 Assertiveness Dimension Asks Assertiveness Tells Request Question Statements Demands

12 Observe the following: How to Assess Language Vocal / tone Non-verbal 12

13 Responsiveness Dimension Controls Responsiveness Emotes Controls Emotion Displays Emotion

14 Tracom Social Style Model Controls Asks Responsiveness Assertiveness Emotes Tells

15 Tracom Social Style Model Asks Amiable Style Emotes

16 Amiable Social Style Typical Strengths Considerate Supportive Diplomatic Patient Typical Weaknesses Reluctant to speak up Can t or won t say no Beats around the bush

17 Tracom Social Style Model Analytical Style Controls Asks

18 Analytical Social Style Typical Strengths Organized Logical Foresighted Thorough Typical Weaknesses Judgmental Too detail-oriented Indecisive Aloof

19 Tracom Social Style Model Controls Driving Style Tells

20 Driving Social Style Typical Strengths Candid Decisive Independent Efficient Typical Weaknesses Bossy Uncaring Close-minded Short-sighted

21 Tracom Social Style Model Emotes Tells Expressive Style

22 Expressive Social Style Typical Strengths Energetic Enthusiastic Outgoing Inventive Typical Weaknesses Overwhelming Inconsistent Impulsive Can t or won t follow procedures

23 Tracom Social Style Model Controls Asks Responsiveness Assertiveness Emotes Tells What Style are You?

24 Styles There are no right or wrong styles All styles are likely to be represented in any group including internal auditors! Social styles are based on behaviors. We all behave flexibly to some degree. 24

25 How Versatile Are You? Can you adapt your behavior to meet that of your client? Behavior consists of: Language Tone/ vocal Non-verbal Tips for adapting: Be aware of your Social Style (SS) Be aware of your client s SS Utilize Mirroring Technique 25

26 Strategies for Enhancing Our Image Improving communication by understanding behavioral styles and how to adapt Watching our words and modifying our actions 26

27 Language When you observe something on an audit, what words do you use? a) Observation b) Issue c) Finding The word finding indicates you were looking for something. And you found it. 27

28 Language In the audit report, what words do you use a) We (or the audit ) discovered b) We (or the audit ) noted c) We (or the audit ) observed d) The audit revealed!!!!! 28

29 Language Verbal Blind Spots Verbal Blind Spots (VBS) spoken behaviors we either overlook or underestimate their effect. Over-promising failure to achieve the alignment of word and deed Entitlement using language that intrudes or condescends Them-ing compartmentalizing people with labels that limit and divide 29

30 Strategies for Enhancing Our Image Improving communication by understanding behavioral styles and how to adapt Watching our words and modifying our actions Marketing ourselves 30

31 Marketing Internal Audit Set expectations from the start Develop your sales pitch ( ) Get to know your client (and their business) 31

32 A Key to Success How do you start each audit? Set Expectations 32

33 Sales Technique You have: 30 Seconds Minutes..... To sell what you do 30 Minutes

34 A Key to Success People do business with people they know and people they trust! 34

35 How are you getting to know your client? What are you doing to let them get to know you? 35

36 Internal audit by its very nature is in an adversarial role with the organization. Learning more about how you are perceived (verbally and non-verbally) and marketing yourself and the audit function can help change your client s perception. What are you willing to do to enhance the image.

37 Perception or Reality? What Do You Want Your Client s Perception To Be?

38 Questions? Deanna Sullivan CIA, CPA, CFE 38

Improving Managerial Effectiveness With Versatility

CONCEPTS GUIDE TRACOM Sneak Peek Excerpts from Improving Managerial Effectiveness With Versatility Concepts Guide TABLE OF CONTENTS PAGE Introduction...1 As a Manager, Why Is It Important to Learn About