Time and money. Ultimately, that’s what it’s all about, isn’t it? Time and money. Time has a single purpose: saving it. Money, on the other hand, has a dual purpose: saving it and, of course, making it. Just about everything we do can be motivated by saving time and money, by making money (too bad you can’t make time, now that would change things, wouldn’t it?), or a combination of any of these three. In the end, though, it’s all about making money: saving time makes money; saving money makes money; and, well, the last is obvious.
Some events make it simple to realize that you have achieved a positive gain on time and money. In these cases, the gain has been immediate, clearly recognized, and sometimes even documented for you. Go to a supermarket, buy something on sale, and there is your money savings recorded for you on your receipt. Easy. Take a shortcut on a journey; a simple glance at your watch tells you how much time you have saved. Easy. Post that unused item in the want ads; someone gives you cash for it. Easy.
Comprehending your time and money gain on communication, however, is not so obvious. This is true for a number of reasons. The actual loss of time and money might never have been documented or considered, so there is no basis for evaluation. The time from initiation to implementation for a communication project can be months, sometimes years, and unless time and money are carefully tracked, there can be an enormous disconnection between the before and after.
I like to think about measuring your time and money gain in communication as a journey. Whenever you take a trip—whether it’s a simple jaunt to the supermarket or an extended vacation—you always know where you are starting from and where you are going. It’s the same way with communication: you must know where you are starting from and where you are going.
Practitioners become certified in six core competency areas:
And with that simple decision, I embarked on an incredible journey that has enhanced both my personal and professional life far beyond any heights that I could have imagined. To that, I am indebted to STC and its members.
Financial statements do not carry a line item for poor communication, although they should since, with a little effort, it can quickly be quantified.
The Buyers Guide section lists companies that provide a specific product or service; it’s organized into several helpful sections. The Consultant Directory lists over 600 professional technical communicators, all of whom are just an email or a phone call away; many are just a Web site click away. (We are listed on page 53.)
What most matters are the people you meet along the way — you must engage them and influence them to believe in you, to travel with you, to support you. In other words, you want to influence this audience to embrace your brand, embrace your products and services, and ultimately become your customers.
1. The vehicle you are taking: one you know how to drive.
Ah, but listening is not easy. If it were, more people would do it with verve. But it is just that difficulty that sets those who truly listen apart, and elevates them in the mind of others. People will seek you out because they know you will take the time to truly listen to them. Given that place of honor in their circle of colleagues means that you discover more information faster, are more of a confidant, and gain a deeper association with those around you.
