{"id":100294,"date":"2026-10-28T15:42:13","date_gmt":"2026-10-28T15:42:13","guid":{"rendered":"https:\/\/kevinoreilly.co.uk\/?page_id=100294"},"modified":"2026-10-28T15:42:13","modified_gmt":"2026-10-28T15:42:13","slug":"acc-communication-approach","status":"publish","type":"page","link":"https:\/\/kevinoreilly.co.uk\/?page_id=100294","title":{"rendered":"The ACC communication approach"},"content":{"rendered":"
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Assume Nothing. Clarify Everything. Check For Understanding.<\/p>\n

Enquire about support<\/a><\/div>\n

\"Kevin<\/p>\n

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Why being clear is only part of the job<\/h2>\n

You know what you meant. The other person may have heard a different priority, deadline or request. Kevin’s ACC approach gives you three checks to bring those interpretations closer together.<\/p>\n

Assume Nothing<\/h2>\n

Ask what the other person knows, what they need and how they see the situation. Silence, a nod or a confident reply is not proof of understanding. Non-verbal signals can prompt a question; they cannot tell you exactly what someone thinks.<\/p>\n

Clarify Everything<\/h2>\n

Use concrete words. Explain the purpose, the request and any important limits. Replace vague expressions such as “soon” or “a better version” with the specific action or standard you mean.<\/p>\n

Check For Understanding<\/h2>\n

Invite the other person to describe the next step in their own words. Make this a check of your explanation, not a test of their intelligence. If the interpretations differ, clarify and check again.<\/p>\n

Worked example: ending a meeting<\/h2>\n

Illustrative situation:<\/strong> “Can you get the proposal sorted?” leaves the owner, contents and deadline open to interpretation.<\/p>\n

Apply ACC:<\/strong> Ask what is already prepared. Clarify: “Please send me the two-page proposal with the revised cost by 3pm on Thursday.” Check: “So I know I have explained it clearly, what are you taking away as the next step?”<\/p>\n

Worked example: presenting a recommendation<\/h2>\n

Illustrative situation:<\/strong> A detailed presentation ends without the audience knowing whether a decision is needed.<\/p>\n

Apply ACC:<\/strong> Find out what the audience already knows. State the decision you are asking for, explain the relevant evidence and identify the next action. Ask what questions remain before they decide.<\/p>\n

Worked example: a difficult conversation<\/h2>\n

Illustrative situation:<\/strong> A manager says, “You need to communicate better,” but the employee does not know what behaviour to change.<\/p>\n

Apply ACC:<\/strong> Ask for their view of a specific incident. Explain the observed behaviour and its effect without guessing their intentions. Agree a concrete next step and ask each person to summarise what they have understood.<\/p>\n

A short checklist for your next conversation<\/h2>\n
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  1. What am I assuming about this person’s knowledge or intentions?<\/li>\n
  2. What is the one thing they need to understand or do?<\/li>\n
  3. Which words could mean something different to them?<\/li>\n
  4. How will we check our understanding before moving on?<\/li>\n<\/ol>\n

    These are illustrative examples of the method, not client case studies or claims about measured outcomes.<\/p>\n\n

    Common questions<\/h2>\n
    \nDoes checking understanding feel patronising?<\/summary>\n

    Frame it as a check of your explanation: "Have I explained the next step clearly?" Invite questions and recognise that misunderstanding can happen on either side.<\/p>\n<\/details>\n

    \nIs ACC only for managers?<\/summary>\n

    No. The same checks can be useful in a pitch, a presentation, a client discussion or an everyday conversation.<\/p>\n<\/details>\n

    \nCan ACC guarantee agreement?<\/summary>\n

    No. Understanding and agreement are different. A clearer exchange can still reveal a genuine difference of opinion.<\/p>\n<\/details>\n<\/div>\n

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    Talk to Kevin about what you need<\/h2>\n

    Share the conversation you are preparing for, your deadline and the support you are looking for.<\/p>\n

    Send an enquiry<\/a><\/div>\n