Human Intelligence: Volume 1
If you’ve downloaded this Human Intelligence: Volume 1 e-book, we're guessing that you’re thinking about the skills you will need to succeed in the future.
This e-book will help you develop the human skills and mindset needed for lifelong learning.
How important do you believe lifelong learning is to the progression of your career?
- Extremely important
- Very important
- Slightly important
- Not very important
If you’ve downloaded this Human Intelligence: Volume 1 e-book, we're guessing that you’re thinking about the skills you will need to succeed in the future. Congratulations, this is a great place to get started!
As the workplace changes, we’ll find ourselves partnering with robots and artificial intelligence, which will make our human skills even more valuable. In this e-book you’ll find practical guidance from experts on:
To start you on your development journey. You can continue your learning with videos and podcasts from the Human Intelligence Series as well. Visit the Human Intelligence playlist on YouTube and tune in to the Go Beyond Disruption podcast where you’ll find dozens of interviews. Match your human skills with the digital skills to succeed. Redeem the Digital Mindset Pack, exclusively free for CIMA members, using code BENEFIT19.
Here’s to your success,
The humans of AICPA & CIMA
Future-proof your career: be more human
By Clar Rosso, EVP, Engagement and Learning Innovation
How to future-proof your career:
Beat the bot: An introduction to our new series designed to prepare your career for the future.
Work is changing. More and more tasks are becoming automated and artificial intelligence is improving. Industries are being disrupted. While change has been a constant over the past several decades, the pace of innovation is increasing as we enter the Fourth Industrial Revolution.
You’re probably already aware that some professions will be more affected by change than others. The World Economic Forum (WEF) expects that one of the industries that will see the most disruption is the Financial Services and Investors sector. They estimate that over 40% of the skills currently needed to perform well in our profession will soon become redundant. But, it’s not just accounting that will be affected.
Future-Proof Your Career: Human Intelligence episode 1
It’s predicted that all jobs will require new core skills as early as 2020.
Fast Company Magazine
You’ll need to evolve or you risk becoming redundant. I know this seems scary, but as a species we are adaptive. And, the solution is quite simple, “to beat the bot you need to be more human.” The Association is creating learning opportunities to help you prepare for the future workplace with our new Human Intelligence Series. Thought leaders will be coming to you live via Facebook to provide information about the competencies that will be most valued for our profession.
Top 10 skills for 2022.
In order of 1-10:
1. Analytical thinking and innovation
2. Active learning and learning strategies
3. Creativity, originality, and initiative
4. Technology design and programming
5. Critical thinking and analysis
6. Complex problem-solving
7. Leadership and social influence
8. Emotional intelligence
9. Reasoning, problem-solving and ideation
10. Systems analysis and evaluation
Top 10 declining skills for 2022.
In order of 1-10:
1. Manual dexterity, endurance and precision
2. Memory, verbal, auditory and spatial skills
3. Management of financial and material resources
4. Technology installation and maintenance
5. Reading, writing, math and active listening
6. Management of personnel
7. Quality control and safety awareness
8. Coordination and time management
9. Visual, auditory and speech abilities
10. Technology use, monitoring and control
All 10 of the 'Top skills for 2022' listed above, as determined by the WEF, are innately human, and the good news is you can strengthen and develop these competencies. The top 10 skills also align with the CGMA Competency Framework, which includes both people skills and leadership skills, in addition to the technical, business and digital skills you'd expect. You’ll see decision-making, communication, team building, coaching and mentoring, negotiation and influence on the framework. Human intelligence will provide you with regular learning events on our Facebook pages. In just 10 minutes, you can begin to learn new skills and start preparing for the future workplace. And, for those of you who want to take a deeper dive into a skill set, we’ll share additional resources for continued competency development. So, maybe it’s not just about beating the bot, instead the goal should be to complement artificial intelligence with our human intelligence.
I ask you: Wouldn’t you rather evolve than risk extinction?
The 10-second challenge for better relationships
By Claire Jefferies, Lead Manager — Academic and Student Achievement, Association of International Certified Professional Accountants
The 10-second test:
Warning! The next 10 seconds will revolutionize your work life.
And, maybe even your personal life. Learn whether you are an introvert or an extrovert and how that affects your interactions with others.
The ten-second test: Human Intelligence: Episode 14
Do you know what 10 seconds feels like? This might seem like an obvious question, but I’d like you to try something.
Activity: Imagine you are sitting across from a coworker. Or, better yet, find someone in the office and conduct this experiment face-to-face. Get a stopwatch or timer ready. Ask your coworker a question, but tell them not to respond until time is up. Start the clock and wait.
Which one are you?
What does 10 seconds feel like now? To some, it feels unbearable to sit in silence with another person — especially while waiting for a response to a question. To others, it probably feels like the right amount of time to process a question and answer with confidence. How we respond to the 10-second experiment can be a quick, albeit simplified, way to determine a preference for extraversion or introversion. The test illustrates key differences between extraverts and introverts, which can cause unnecessary misunderstandings and conflict at work.
Knowing our type and understanding how others perceive us in the workplace is the first step to being a good colleague and an effective manager. Before we delve into why type matters — and what to do about it — let’s get some basics out of the way.
What are introversion and extraversion?
Carl Jung, Swiss psychoanalyst and founder of analytical psychology, defined introversion as an attitude type focused on one’s inner thoughts and behaviors. He defined extraversion as an attitude type focused on the outside world and external behaviors. At their core, introversion and extraversion are about where people get their energy — and not about social ability or skill. Introverts recharge with reflective time alone. Extraverts recharge by spending time with others.
Introverts can be social and excellent public speakers, while extraverts can be shy and deathly afraid of speaking in front of crowds.
While introversion and extraversion operate on a continuum, people usually skew to one type over the other. Those who fall in the middle are called ambiverts — they fluctuate between wanting to spend time with people and needing that alone time to recharge.
Examining the test
So, back to the 10-second experiment. Let’s first examine it by looking at those with a preference for extraversion. It’s often said that extraverts don’t know what they’re thinking until they hear themselves say it out loud. Extraverts can be deeply uncomfortable with silence and might find themselves filling quiet space in conversations. This typically looks like repeating, rephrasing or over-explaining the original question. Or it could mean answering FOR the person before they have a chance to respond.
Now, let’s look at the 10-second rule from the introvert’s perspective. Unlike extraverts, introverts don’t need or want to process out loud to organize their thoughts. They may take more time to respond to a question. But when they do, it’s usually their final answer because they’ve carefully considered their response before saying anything out loud.
Why do introverts need more time to process than extraverts? In reality, extraverts and introverts both need about the same amount of cognitive processing time. The difference is that extraverts involve others in the processing experience by “thinking out loud,” creating the appearance of grasping concepts and ideas more quickly. It’s not that introverts need longer than extraverts; it’s that we don’t often notice the time extraverts need because their verbal expressiveness masks a cognitive process
that is more apparent in introverts.
Conflict and resolution
Extraverts can have a reputation for being self-absorbed, always needing to be the center of attention. They often interrupt and talk too much in meetings. Introverts can be labeled shy, standoffish or slow to respond. They don’t speak as much in large groups and aren’t always as productive in brainstorming sessions. Rather than label these personality differences annoying or frustrating, what if we instead try to see them as expressions of how we function at our best? Isn’t it easier to empathize with a coworker who never says anything — or, maybe, one who says too much — when we better understand what drives their behavior?
Awareness of our individual preferences and those on our team is one of the first steps to creating and maintaining strong, lasting relationships with colleagues. We can find ways to be more respectful of differences and create environments where introverts and extraverts can work collaboratively and effectively with one another.
One example is to structure meetings with introverts in mind — limit meeting size (four is a good number), provide an agenda in advance and let those who aren’t comfortable sharing ideas during the meeting share feedback and suggestions later. Perhaps they need an hour or a day to reflect and allow the brainstorming experience to work its magic. And the next time you ask your coworker a question, stop. Give them time to respond. Research shows that ten seconds is just about the perfect amount of time.
The lost art of listening and 4 ways to find it
By Josh Carlton — Founder, 5OOTHz
The lost art of listening
Josh Carlton shares why working on your active listening skills is especially important today, especially in the workplace.
The lost art of listening: Human Intelligence episode 32
Amazon lists twice as many books on “speaking” as it does on “listening.” You’ll find around 20,000 books for “listening” and over 40,000 books for “speaking.” We are so concerned about what we say that the market has given us what we’ve asked for — thousands more books on how to speak well and make our point with our mouth.
Yet we have two ears and one mouth.
Think about the last conversation you had at work or in life. How much of it was spent waiting on your turn to speak? Or how much of it was spent truly listening to the person sharing his or her thoughts, opinions and ideas?
“I remind myself every morning: Nothing I say this day will teach me anything. So, if I’m going to learn, I must do it by listening.”
– Larry King
Are we just hearing, or really listening?
We’ve been heading to a discouraging place for some time as a culture, when it comes to our collective listening skills. It’s easy to blame the smartphone, but that’s only a part of the story. For thousands of years before the television debuted, we learned, were entertained and became generally solid human beings through listening. As time progressed, and especially over the last few decades, we’ve become less skilled at listening as a culture. We jump to conclusions more, we don’t allow others to speak as much as we have before, we apply easy labels to the things we don’t agree with ... the list goes on.
Google Trends shows that about 30% more searches happening over the last five years for the phrase “speaking” vs. “listening.” No surprises here, either. We are often compensated based on how good of a communicator we are. More often than not, the unintended subtext of that phrase is how good of a speaker we are. In the business environment, listening well is not quite as easy a path to promotion. It’s not as noticeable.
Two recent books published on listening capture the general sentiment well: Listening: The Forgotten Skill and The Lost Art of Listening. Those are pretty harsh words — a “forgotten skill” and a “lost art” — for something that was once vital to our thriving as humans. The most amazing thing about these two books? They were both published before the smartphone took off, which really sent our listening skills over the cliff.
As a market researcher, I am hired to uncover and express insights into human nature. Clients want to know how or why a new product will be adapted (or not) by customers, how or why a web experience needs to change, or how or why a communications message will resonate with potential customers. In this quest, it’s all about listening — but not just listening. It’s all about finding insight. The insight is the often unspoken but strongly felt thing that compels consumers to do what they do and to think what they think.
In other professional services businesses, gaining insight into your clients’ motivations might be the difference between happy clients and no clients. What should you look for in these types of client relationships? Be on the hunt for verbal ticks (e.g., the phrase “to be honest”), body language cues, and things that are said or not said, which give insight into the true intent of what’s being said. Emotional intelligence doesn’t happen by accident. That insight is gained by being an engaged listener in conversation.
The importance of new skills such as cognitive flexibility and emotional intelligence are rising.
Emotional intelligence requires great listening. The difference between simply active listening and emotional intelligence is listening for insight — hearing the deeper meaning of things. Listening is still relevant today, but the context has changed.
You might expect listening for insight to be one simple step beyond normal listening, but in reality, listening for insight is much harder. It means listening so hard that it becomes exhausting for the listener. Listening for insight is the equivalent of going for a run for your brain — it hurts and is tough to do for too long at one time.
How do we do it? Michael P. Nichols says, “Listening well is often silent but never passive” (The Lost Art of Listening). A good listener internalizes the words and emotions of the other person, feeling what they say and how they say it. We should be internalizing the things they said that interest us — taking notes in our minds. We should be asking follow-up questions. We shouldn’t let an answer go by without reaching out with a follow-up question and digging into the thought more.
Listening for insight is part leaning into a conversation and part asking more beautiful questions, to paraphrase the poet E.E. Cummings. The thing is, if you’re going to ask a question, ready yourself for the response and be ready to do something with it.
Four ways to get better at listening for insight
Agatha Christie said, “the secret of getting ahead is getting started.” Here are a few quick things to consider as you start down the path of listening for insight.
- Learn from the best. I’ve been coaching youth sports for years. To help our baseball team improve their hitting, I will often show them slow-motion videos of the best major-league players at bat. In a similar fashion, profile the best listener you know. Who are they? What is it like to be with that person? What can you learn from that person about listening? What are 3–4 specific things that person does that makes them such a good listener?
- Be curious. Be genuinely interested in understanding the other person’s point-of-view, even if it’s in sharp disagreement with yours. Lean in and don’t let one-word answers or ambiguous words fly by your ears without asking a follow-up question. Words such as “mostly,” “kind of,” “value,” “quality,” etc. While someone is talking, think about the deeper meaning of their words. What is truly different or interesting about what they’re saying?
- Ask better questions. To get to better insights in your conversations, improve your questions. Use open-ended questions to allow people to tell stories and open up in their answers. Instead of asking the typical “what’s up?” which leads to the typical mumbled “not much,” instead ask about a specific thing in that person’s life. “How did you get into what you do?” or “What are you most excited about for the next year?” These types of questions will open up avenues for story and exploration. You’ll end this kind of conversation with much better insight.
- Listen more often. Perfect practice makes perfect, as Cal Ripken says: “When I first started listening to audiobooks and podcasts a few years ago, it was truly exhausting. The listening stamina required was more than I had to give. I was only able to listen in 20-minute spurts. Then, over time, the 20 minutes grew to 45, then to listening over a three-hour car ride. Don’t get discouraged. Start small and use audio of people speaking to train your brain to listen better.”
Rise from the ashes of disruption
By Neerja Arora Bhatia, Founder
Rising from the ashes of disruption
In this segment of the Association’s Human Intelligence Series, Neerja Bhatia explains how to negate assumptions and go with the flow of disruption.
Neerja has inspired thousands of professionals around the world. With more than 20 years of experience, her proficiency is in delivering topics such as Transformational Leadership, Emotional Intelligence and Resilience.
Rising from the ashes of disruption: Human Intelligence episode 38
Organizations around the world have come to accept and anticipate changes brought about by unprecedented disruption. The ripple effects from these changes will be felt across all employee functions and business activities. And finance is one of the areas that could see the most change. Research suggests that soon, decisions made by CFOs won’t be bound to the finances of an organization, but will include human resources, talent acquisition, IT, legal, risk management and business operations.
What’s the best way to welcome change, effect real and productive evolution in your staff and processes and get everyone onboard at the same time? The answer lies in a holistic approach that balances data science and behavioral science to engage an employee from recruitment to retirement.
Balancing data and behavioral science requires focusing on generating possibility, fostering predictability and facilitating adaptability. This can be done by building a culture of “experiential leadership learning.”
To do this, focus on these long-term and short-term strategies:
Individual transformation requires an unbroken commitment to self-knowledge for uncovering personal biases. Biases, also known as blind spots, are the root cause for counter-productive behaviors, including resistance to change, conflict, territorial thinking and silos. When the mind is free from outdated perceptions, it is easier to overcome challenges, gain clarity and move forward in the face of uncertainty. There are plenty of psychometric analysis tools that can facilitate increasing your self-awareness such as Meyers Briggs, DiSC, Tilt365 and Social Styles.
Team transformation requires an unbroken trust in others. Adopting best practices and tools for creating a safe space for healthy group dynamics is critical for tapping into the power of collective intelligence. This requires slowly and surely breaking hierarchy and embracing holarchy, which means team members have equal value and equal say in the directive. Patrick Lincioni’s book The Advantage is an excellent read for team meetings. It will help you understand where your team is when it comes to their level of trust, healthy conflict, commitment, accountability and attention to results.
Begin to expand your perception by including the following three critical mindsets:
Possibility mindset — ”Great business leaders need to walk the fine line between capitalizing on the opportunities that are ripe for the present context and planning for a possible future state.” Begin with an end in mind. Get into a habit of asking yourself: if you had no restrictions, what would be the ideal outcome? Thinking through possibilities stretches your mindset and generates creative thought processes. Diving into the data without having an ideal outcome in mind limits your scope and results. Invite key stakeholders and have a brainstorming session on what that ideal outcome looks like.
Predictability mindset — There is always more than meets the eye. Get into the habit of questioning your assumptions – as you begin to negate them, you stretch your mind to see beyond the obvious. A good way to test your assumption is to invite team members with different viewpoints. To enhance creativity and innovation, a multidimensional perspective is critical. Inviting individuals from diverse perspectives can be initially challenging, but when handled well it will bring far greater insights than a singular perspective. At one point, for example, we thought the world was flat. Challenges to what was then common “knowledge” led to a truth that looks very different.
Adaptability mindset — Now that you have a vision and are testing and breaking through assumptions, the question to ask is, how will you “people proof” the decisions? This is where quick surveys will support you in checking the climate of receptivity and safety. How will your decision disrupt psychological safety? How open will your team be? You can gain great insights, create a grand strategy and make bold decisions, but if people are not on board, you will be met with aggressive and passive resistance. Old beliefs, unexamined biases and old habits will inadvertently get in the way of future possibilities.
This is where real-time feedback is critical. To support your initiatives, check the climate by using quick polling tools such as SurveyMonkey, Pollfish or SnapSurveys. When the questions for the survey are thoughtfully designed, team members feel heard and seen, and feel safe to provide invaluable input. Based on the feedback, you can prioritize your message to address resistance and gain buy-in. Collective exploration is critical to move from resistance to commitment.
Real change begins with you. Financial services provide on organization’s foundational stability, and when you stretch your role from foundational to transformational, you will begin to increase your capacity to engage and align the minds and hearts of the people. In doing so, you will be well on your way to becoming an indispensable business partner.