Team Meetings. Strategies to be heard in meetings: Sit near the center of the table. It’s easier...

Team Meetings

Strategies to be heard in meetings:

Sit near the center of the table. It’s easier to be left out of the conversations if you’re sitting at the end of the table. Positioning yourself near the center not only puts you in the middle of the conversation flow, but also subliminally reinforces that you’re central to the discussion at hand.

http://www.goodwill.org/blog/career-and-financial-advice/speak-up-five-tips-to-make-yourself-heard-in-meetings/


Jump into the conversation – tactfully. Usually, when we talk one-on-one or with a small group of our peers, we wait for a pause in conversation that indicates it’s our turn to talk. In a business meeting with a lot of opinionated colleagues, these pauses can be hard to come by. Interrupting is an art. You’ll seem less rude if you first restate (“If I hear you correctly, you’re saying X”) or react (“I like Tom’s suggestion and would also recommend we do X”) to what others have said first.



Speak confidently. The more you sound like you believe in your ideas, the more others are likely to listen. Practice talking about your ideas without saying phrases like “I think,” “in my opinion,” “this could just be me” and “this might not be a good idea, but….” These phrases sound like you doubt your opinions and leave the door open for others in the meeting to do the same.



Watch your body language. Observe the body language of your other colleagues in the room – particularly the ones who speak up frequently and hold others’ attention. Are they sitting up straight in their chairs, leaning forward into the conversation, using hand gestures to indicate when they have a point to add, etc.? Mimic them when it’s your turn to speak, and avoid slouching, shifting in your seat or fidgeting.



Don’t let yourself be interrupted. When you finally have everybody’s hard-won attention, hold the floor until you’re done articulating your comments. If others try to interrupt you, it’s fine to politely say something like “please allow me to finish my thought,” “I’d just like to add before we move forward that X” or “I’d love to hear your feedback, but wanted to finish saying one thing first.”


Strategies that don’t work:

Rapid-fire ideas. Don’t pause to see if any of them are catching on — just keep going, guns a-blazin’. This is the Rambo approach, akin to Sylvester Stallone armed with the biggest-gun-you-ever-saw delivering a one-man barrage of shock and awe. Carried into work, it suggests that if you just fire off enough ideas, at least one will hit the mark.



Be super-friendly. Recognizing that trust and camaraderie can help get your ideas a moment of consideration, you work the relationships. The problem is that the focus is on the personal relationship, rather than the merit of the idea.

https://hbr.org/2011/02/the-right-way-to-get-your-idea


Hijack the discussion. Just as someone else is putting forth an idea, use a contradictory word or phrase, such as “but,” “no”, or “I disagree.” to interject. You could even do it more insidiously by saying “Great idea. We could also try…” As attention swivels in your direction, direct the conversation to your own idea under the guise of adding commentary. While you’re at it, affectionately mention some of your previous ideas. This contrarian and dismissive approach — best exemplified for me by the movie critic Roger Ebert — is unfortunately commonplace. While acceptable with professional critics, it’s just plain annoying at work.


Strategies to get your ideas heard:

Be an anthropologist. There are so many tools for learning about people — what topics they track, what they value, how they approach their work, their opinions. Figure out what your colleagues care about. If they blog, read ‘em. If they tweet, follow ‘em. Their LinkedIn.com endorsements also tell a story. Observe, learn what makes them tick, andshape your idea to the receiver’s perspective.



Have a perspective. Many people show up at meetings unable to offer a well-considered opinion. If you don’t have an informed perspective, then you risk being labeled a Doer, someone ill-suited to being a protagonist. Doers don’t need seats at the table; no, they can be told what to do via email. When we are working on tough problems — whether it is a new direction or a product or program — we will seek out the folks who are co-thinkers, to become co-creators of our destiny. If you want that role, then come ready to meetings, with a point of view. Sometimes offering a perspective can be as simple as knowing what questions you want to ask.



Create relevance. Every argument can benefit from relevant quantitative data. Figure out which facts matter and get ‘em. Even in early markets where the data is still fuzzy, you can figure out if something is the size of a breadbox or a Humvee. Real customer stories and anecdotes are great; backing those up with facts is even better.



Choose your medium. If these are people who value numbers, use an Excel spreadsheet. If they value good graphics, invest there. Better yet, tell a story that weaves together facts of importance in ways people can get lost in. Facts go in and go out, but ideas that stick always have stories that create meaning and resonance.



Answer the question of “why not.” When we can understand the risks, flaws and options more fully, we go from being just an advocate of one idea to being an advocate for the organization. Complex issues deserve each of us thinking about them robustly.



Be passionate. Our point of view is based on our experiences and observations; your idea may not be something that the rest of the group is thinking about yet. This means you’re going to need to explain it to them. If you do it in a way that is about you being in love with the idea rather than about you being right, someone else just might fall in love with that idea, too. Being passionate does not mean having an outburst, but being clear-minded about your approach. Krishna Chaitanya, a commentator on a recent HBR post, wrote that the the best words are spoken with the most honest, curious (not challenging), and genuine voice. This speaks to a kind of ego-less-ness that is passionate about doing the right thing for the business.


https://hbr.org/cs/2011/02/three_times_you_have_to_speak.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed28HBR.org)#comment-142471851

Four Ways Introverts Can Get Heard In Meetings

Researchers estimate that between a third to half of us are introverts. You are likely in this group if you enjoy reflection, prefer small groups to crowds, and need solitude to replenish your energy. In her book Quiet, author Susan Cain incited a vigorous dialogue about our culture’s tendency to extol the virtues of extraversion over the quieter energy of introverts. Too often we’ve equated success or capability with the people who get their voices heard first and loudest.

http://www.forbes.com/sites/work-in-progress/2014/06/19/four-ways-introverts-can-get-heard-in-meetings/2/



But as Cain eloquently points out, she believes that if extroverts were the only ones with any influence or power, a lot more rash, poor decisions would be made in our world. Introverts’ observant, thoughtful approach is also critical to address complex problems.



Strategy #1: Get your voice in the room in the first few minutes.

It’s a common occurrence for introverts. You go to a meeting with ideas, and then hang back and quietly assess them against what others in the room are saying, waiting for your opening. The more heated the discussion gets, the fewer entry points you find for yourself. Pretty soon someone has taken your best idea, and then it’s too late. You fear you’re viewed as either disengaged or lacking in ideas.



Introverts are thoughtful, which means we’re also good strategists. Instead of leaving your contribution to chance — have a plan. Challenge yourself to put your ideas on the table in the first few minutes, and at a minimum, get your voice in the room. The vibe of the meeting is set early, and by contributing then, you’re establishing yourself as an active participant. As an added plus, people may refer back to your comments and offer additional ways for you to get heard.



Another strategy is to get on the agenda in a prominent role. The Poynter Institute’s Butch Ward, an introvert himself, suggests a strategy to take on an assignment to present to your coworkers. By getting the stage solo, it ensures your voice will be heard. If you don’t have a formal presentation, you can also request to be put on the agenda with the meeting organizer.



Strategy #2: Ask important questions.Asking questions can be easier than sharing

ideas, especially if you’re not sure how your ideas will be accepted or don’t feel they’re ready to be discussed. Introverts are naturally observant, and can use this advantage to ask key questions that move the dialogue further. It helps clarify everyone’s thinking if, in the battle between competing ideas, you can propose a thought-provoking question.



Since introverts generally feel better thinking through something instead of spontaneously making a comment, you may even want to write down a list of questions in advance. Even if you don’t ask them exactly, this process will help form your thoughts for the questions you do bring forward.



Strategy #3: Be a synthesizer of ideas.Most introverts have a knack for listening

and reflection. This may seem like exactly the opposite of what you should do to get heard in a meeting, but similar to the point above this is a major asset.



In the rush to be heard, meeting participants can talk over each other, contradict, or even be in total agreement without realizing it. Being able to synthesize what you’re observing, and find common threads is helpful, i.e. “What I hear Jane and Bob both say is that our product is out of date. Now what will we do about it?”

Summing up and advancing the conversation moves the meeting forward, and carves out an important role for you, all the while enhancing your visibility.



Strategy #4: Call out the elephant in the room.

One aspect of being an introvert that can frustrate me is that it’s associated with low assertiveness. I, like many introverts I know, have no problem expressing ourselves. We just assert ourselves when we need to, and are okay to hang back if we don’t.



If there’s an issue everyone is avoiding, see that as an opportunity. Bringing it up with your signature thoughtfulness could be the perfect way for you to be heard – and make a memorable impression.

Even more important, as Cain posits, we desperately need reflective, truth-telling in our organizations. Instead of considering introversion something to get past, you can use it to be the most vocal opinion in the room in your own unique way.

Reasons to have staff meetings in school daycare environments

Share informationShare opinionsSolve problemsSkills trainingSupport

Tasks for groups or committees

Make decisionsDetermine rolesComplete a specific projectEvaluate a program or program componentIdentify or analyze a problem

Team Meetings. Strategies to be heard in meetings: Sit near the center of the table. It’s easier...

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