Afraid to Speak at Meetings? Here Are Some Tips.

Speaking in a group conversation can be intimidating and depending on the organization you work in or the expectations of your job there maybe nothing wrong with being quiet, it may be a liability to your career. It can even matter in social situations that come up at work. Generally, speaking there is nothing wrong with being quiet, but if you want to assert yourself more in conversations here are some ideas.

First, give yourself permission to be silent. Otherwise it can become a self-fulfilling prophecy in which you never speak because of the feedback loop of pressure and anxiety you create for yourself.

You can try talking more often than it feels like you should. Even if this is a simple affirmation of what someone else has said. If you speak more often than you feel is necessary as a quiet person you are probably chiming in about the average amount. If you don’t force yourself to participate every so often you almost certainly will default to your normal amount of speaking.

While this may seem in opposition to the first point it important not deride yourself but at the same time encourage yourself. Don’t stress yourself out. Do your best to find a happy medium.

If it is work meetings you are concerned about make sure to be prepared, have some talking points written down ahead of time. If the conversation takes a unanticipated turn towards an unscheduled topic do your best to improvise.

Remember also that if the goal is to be heard and make yourself more present small contributions are better than nothing. Try accenting other people’s larger ideas with small thoughts. If someone is making an argument for or against a certain action or direction the organization might take fill in the gaps with little thoughts.

If you aren’t speaking remember to at least be honestly engaged in the conversation. Look the current speaker in the eye. Don’t appear too relaxed, sit up with a good posture. Take notes by hand even if you don’t need them. Be the person in the room who isn’t distracted by their cell phone.

The Importance of a Personal Touch in a Digital World

 

Much of digital technology seems tailor made to enhance productivity and increase communication in the realm of business. Email, instant messaging, text messaging, social media—all of these are great for communicating data, media and information. But do any of these media platforms successfully transmit our humanity? Our identity? 

In her 2012 TED Talk, “Connected, but alone?” Sherry Turkle, psychologist and author, tells us that all these “snippets” of conversation we have with each other over digital media do not sum to a real conversation.  

She tells us that when using digital media to communicate we experience what she calls “The Goldie Locks Effect.” When it comes to digital communication, we can control how much of our selves we reveal—not too little, not too much, just right. We can edit ourselves and thus show only a polished and safe version of ourselves. While this is sometimes a boon in a professional setting, being too cold, too polished can also be off-putting. 

Adding a personal touch when interacting with people inside or outside of our organizations can send a signal loud enough to be heard over all the digital disruption about who we are, what we do, why we do it and what we care about. The naysayers of digital technology worry that we will lose our humanity—this is a way to keep that as a part of your business model. Things like signage and mission statements, body language, handwritten messages and cards. Think tangible. Think personal.

What to Talk About First with New Team Members

Don’t make new team members fill out paper work their first morning. Don’t immediately jump into some kind of intense meeting or financial review. Use the time and the power of first impressions. Focus on what really matters—the culture of your organization.

One leader suggested the following. She has a conversation with each new team member on their first day. During this conversation she has them take a pin and place it in a large map of the US she keeps in her office and asks the new employee to place the pin near their home town.

She begins this conversation by pointing out that they all come from different cultures. They all have different values. They all have different educations. They all have different family dynamics. Different faith traditions. And that all of them have different motivations for being on the team.

She might even point out some of the more interesting things about some of the senior team members (with their permission, of course) and discuss the new comer’s background and how they see themselves fitting in based on all the unique things about them.

This valuable first conversation is about inclusion and diversity. While there are many valid first conversations with a new team member, making them feel unique and included and letting them know that the organization welcomes diversity can go a long way towards making the new guy feel at home immediately.

Why Absent Leaders Are the Most Destructive

Absent leaders are those who enjoy the privileges of leadership yet avoid useful involvement with their team. This style of leadership is marked solely by its destructive nature.

For some team members having a boss that lets you do as you please sound great—especially if they are being bullied or micromanaged by their current leader. However, a top complaint among team members about leaders is when they are absent. Team members tend to be most concerned with what their leaders don’t do.

Being ignored by one’s team leader doesn’t foster a work culture of individual responsibility, rather one of being treated poorly and being alienated. Impact of an absent leader on an organization is more immediate and long lasting than any other kind of destructive leadership archetype as well as the constructive ones. Some even believe it contributes to other organizational issues like increased bullying between team members, role ambiguity, additional stress and possibly even health complaints.

In large organizations, despite their destructive nature, absent leaders often go unnoticed. For example, in one fictional organization two senior team members go over the head of their absent, do-nothing leader to complain. The higher-up they complain to says that they already have a handful of bad leaders to deal with—one who has a substance abuse issue, one who is constantly being sent to HR, and another accused of misusing the organization’s money. This higher-up tells the senior team members they simply don’t have time to deal with someone who isn’t actively making waves and they will just have to deal with it.

While this fictional organization clearly has all kinds of problems it demonstrates how do-nothing, absent leaders can fall between the cracks and be left in their position because their offenses are not overt. So, an absent leader can be left in their position for years, slowly poisoning the organization.

Some Thoughts On Setting New Year Goals

Given this time of year is busy and stressful both in our careers and in our personal lives it seems impossible to even begin to think about next year when there is so much crammed into the end of this year. But it is really never too early to start thinking about the future.

As a leader it is your job to set the tone. When looking at your end of the year numbers, keep in mind that you’ll want to budget both time and resources to invest in the professional growth of your time. You’ll want the best quality training you can get. Whether it is keeping up with new technology, changes in regulations that affect your business, or changes to products, services and branding you’ll want your team up to date for the challenges ahead.

Pep talks, metaphoric speeches and rallying the troops is all well and good, but you’ll want real, concrete goals for the new year. Vague New Year’s resolutions like ‘getting the business into shape’ are useful and it is hard to make your team accountable for such vague goals. You want to set goals that are specific and achievable—if you set goals too high you are setting your team up for failure. You also want to set goals for which you can measure you and your team’s success. Also, give yourself and your team a time frame for achieving these goals.

At some level all successful businesses depend on quality data. Whether your team collects this data for the organization or you organization outsources their data acquisition make sure you are acquiring data that is not only accurate, but the data you actually need. Look back at your year and decide where you data was lacking.

 

 

The Power of Storytelling

Human beings have always been storytellers. We’ve used stories to bring ourselves together, to explain what then could not be explained and to inspire ourselves to be better than we are. Beyond this kind of storytelling we all tell our inner-selves’ stories. Our subconscious and conscious selves select facts and experiences from the stream of life to create a narrative that informs who we, the protagonists, are.

If this is beginning to feel a little Jungian, you aren’t far off. Stories can shape people and those people help sculpt the groups of which they are a part. Many great leaders throughout history have been storytellers. President Lincoln, for example, in the Emancipation Proclamation described an American in which all men truly were created equal. FDR in his fire-side chats described an American ideal for all citizens to live up to.
A leader’s unspoken inner narrative (those of the subconscious that are not often verbalized) are part of what create the shape of an organization and influences its team members.

These stories drive our decision-making process and ultimately our actions. This is the lens through which we see and analyze anything from a customer’s reaction to our products or services and through which we decided whether or not to hire a new team member.

If a leader tells themselves stories about unrealistically positive future this is in turn what their team will believe. Likewise, if a leader’s inner narrative only blames others for the failures of an organization their team will also follow these kinds of stories when analyzing their own and other’s behavior. If a leader’s inner stories are only filled with strife and failure this will affect the leader and the team’s ability to perform.

The wisdom here is not to try and use or misuse narrative, but to understand that the human mind needs coaching to be objective. Leaders should try and recognize how their inner narrative is filters and distorts everything the mind takes in.