Real Influence Vs. Immediate Gratification

People are like mirrors.

By Steven E. Sacks

How often are we disappointed when people don’t buy into our ideas or suggestions? Whether it is to develop a new product, enter a new market, hire a particular individual or implement an initiative that could help a firm’s culture, can we still rely on the tried-and-true approaches of behavior modification, carrot-and-stick approach or even bribery?

MORE: Is Trust Elusive? | Influence, Don’t Manipulate | Getting and Keeping the Best: The Struggle Continues | The 5 Keys to Success in Accounting Careers | The Power of ‘Real Influence’ | Is Your Firm’s Culture a Magnet? | Confronting Leadership: Not Such a Bad Thing
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Today, there are many avenues by which to be manipulated. It is no surprise when people grow another layer of cynicism.

Posted on April 11, 2020

Steven Sacks

About the Author

Steven Sacks, CPA, CGMA, ABC, has been at the forefront of the accounting profession for 30 years.

He is the author of
"The NEW Fundamentals: Practical Guidance for Today’s Accounting Firms,"
available here from CPA Trendlines.

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His involvement included the development of the first set of consulting standards, the creation of the Accredited in Business Valuation credential, the publication of practice management guides and award-winning newsletters, and addressing business development and organizational management in both the public and private sectors. He has served professional service firms and membership associations through the deliverance of leading-edge conferences, presented to colleges and universities on careers in accounting, and created workshops, webinars, and webcasts on a variety of accounting and consulting topics.

As the CEO and founder of Solutions to Results LLC, Steven assists professional service firms and organizations to solve the challenges of human capital development, workplace culture, and developing effective internal and external communication strategies and techniques. Previously, as executive director of Moore Stephens North America, he served CPA firms with conferences, webinars, workshops, various communication vehicles (including a multi-year, award-winning association newsletter), and a skills database for the development of domestic and international engagement referrals. At the AICPA, he developed strategies and business plans for growing the consulting services membership section; published technical service and practice management guides; participated in the creation of the first set of standards for consulting services; led the creation of the Accredited in Business Valuation credential; developed niche conferences in valuation, litigation support and forensic services; and presented to colleges and universities about CPA consulting careers.

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