The next lesson will also be related to this problem
Posted: Mon Jan 27, 2025 3:35 am
Tip #3 – Be open to discussion
Are you really open to discussion? Let's say we have a meeting where you announce a change or something to do. After the presentation fragment, there is a place for questions from the team. And this is the key moment. How long of a silence do you allow yourself? Because I have noticed that many meeting leaders can't stand the silence that falls at this point, so they move on to the next topic very quickly, without waiting for any questions. In the meantime, you are presenting something that for you may already be a multi-faceted thing, but you are saying it to people who are hearing about it for the first time and may need a moment to think about it. And you expect them to generate some potential questions in two seconds.
What can you do? You can prepare some of your potential doubts in advance. I nigeria rcs data assume that in the process of arriving at an idea you consulted with other people who had additional questions. You can use them, thus showing the audience that what you are already presenting as a final form is an aspect composed of many thoughts, ideas and questions.
The second solution is of course to give more time. And the third is to return to further discussion at individual meetings - because not everyone will be ready to voice their objections to an idea, especially when they see that others do not do the same on an open forum. If you have a particularly important change, idea, concept to implement and you do it on a forum, then you should try to continue this thread, e.g. at 1-on-1 meetings.
Finally, I will add that it is worth considering one dangerous thing. If you present your team with an idea or change and theoretically give them space to respond to it, then you try to pursue the subject in individual conversations, your team does not raise any objections, and later you find out that they did exist, but no one openly reported them to you - the question is, does your team really trust you ? What happened that employees do not feel comfortable reporting their objections to you?
Are you really open to discussion? Let's say we have a meeting where you announce a change or something to do. After the presentation fragment, there is a place for questions from the team. And this is the key moment. How long of a silence do you allow yourself? Because I have noticed that many meeting leaders can't stand the silence that falls at this point, so they move on to the next topic very quickly, without waiting for any questions. In the meantime, you are presenting something that for you may already be a multi-faceted thing, but you are saying it to people who are hearing about it for the first time and may need a moment to think about it. And you expect them to generate some potential questions in two seconds.
What can you do? You can prepare some of your potential doubts in advance. I nigeria rcs data assume that in the process of arriving at an idea you consulted with other people who had additional questions. You can use them, thus showing the audience that what you are already presenting as a final form is an aspect composed of many thoughts, ideas and questions.
The second solution is of course to give more time. And the third is to return to further discussion at individual meetings - because not everyone will be ready to voice their objections to an idea, especially when they see that others do not do the same on an open forum. If you have a particularly important change, idea, concept to implement and you do it on a forum, then you should try to continue this thread, e.g. at 1-on-1 meetings.
Finally, I will add that it is worth considering one dangerous thing. If you present your team with an idea or change and theoretically give them space to respond to it, then you try to pursue the subject in individual conversations, your team does not raise any objections, and later you find out that they did exist, but no one openly reported them to you - the question is, does your team really trust you ? What happened that employees do not feel comfortable reporting their objections to you?