The unspoken corporate cost of poor individual communication skills

AN investment banker helping an Asian company to list on a European exchange recently recounted the story of a delay caused in part by a senior finance manager, a Malaysian. Technically competent but soft-spoken, he struggled with handling questions on the fly from advisers and lawyers. The bankers feared he would fumble during investor roadshows, leaving the deal dead-in-the-water.

A few weeks ago, the manager resigned as he could not handle questions confidently on conference calls with the advisers. Because of the resignation at the eleventh hour the company had to scramble to find a replacement another Asian, with more self-confidence.