Knowing When Your Input Matters Most

The company pays you for your expertise; you’re doing a disservice to yourself and the company by staying quiet. Now, balancing that with silence is golden as well. If you have thoughts to add to the discussion, do it. Don’t talk, just to talk. Also, if any of what you’re about to say disagrees with what your boss says, be careful how you phrase it. Sometimes, it’s better to be quiet and discuss later.

In the bustling corporate world, many of us face a silent struggle. Meet Alex, a brilliant strategist drowning in his unspoken brilliance. His precision became his silent vice. While he waited to be sought, his invaluable contributions were shrouded in the shadows of unassuming silence. This is a tale we’ve all danced within the professional arena.

Have you ever found yourself in a meeting, sitting on your hands, metaphorically biting your tongue to the point of near silence like Alex ? Frustration brewing beneath the professional facade like a dormant volcano? You’re not alone. Suppose you’re a pro at the art of not speaking up. In that case, your internal monologue screams, “Why don’t they listen to my ideas?”—welcome to the frustrated meeting-goers’ unspoken brotherhood (and sisterhood).

Picture this: You’ve got a brilliant idea, a game-changer, a real showstopper. You’re sitting there, holding back, and someone else pitches the thought dancing in your head like a VIP at an exclusive party. Frustration, thy name is silence.

If you’ve ever found yourself nodding along externally while internally screaming, “That’s what I was going to say!”. Let me share what has and is helping me to transform my meeting game from passive observer to strategic contributor.

Let’s begin.

In 2015, I spent some time consulting with an engineering firm in Brazil. The company’s CEO told me he would rather hire poorly trained engineers who can speak to potential clients, meet with government agencies, and pitch projects to large groups than highly skilled engineers who lack these communication skills. Why? “I can teach a bad engineer to be a good engineer. But I have no idea how to turn someone who can’t write or speak well into someone who can. I’m not sure if it’s even possible.” It’s possible; unfortunately, it takes longer than the afternoon I spent with this man. But think about that: bad engineers who speak well will be hired over good engineers who cannot. That is a superpower. Or think about it this way: If you are conducting a one-hour meeting at your company, you have effectively stolen one hour from every person in the room. If twenty people are in the room, your presentation is now the equivalent of a twenty-hour investment.

Matthew Dicks, Storyworthy

Meetings are integral to professional life, providing a platform for collaboration, decision-making, and idea exchange. However, not all meetings are created equal, and not all voices are heard equally. To ensure that your input is valued and impactful, it’s essential to employ effective strategies. I will explore seven strategies for meeting success, focusing on the positive aspects of speaking up, acknowledging potential challenges, and offering alternative solutions.

Understand the Meeting Dynamics:

Before diving into the conversation, take a moment to understand the dynamics of the meeting. Identify key decision-makers, influencers, and the overall atmosphere. Recognizing power structures and social dynamics will help you tailor your approach and ensure your input aligns with the context.

Be Well-Prepared:

A well-prepared individual stands out in any meeting. Beforehand, gather relevant information, anticipate potential questions or objections, and be ready to contribute meaningfully. Preparation not only boosts your confidence but also demonstrates your commitment to the topic at hand.

Taking notes is good. I suggest preparing for meetings and sending follow-up questions.

You should know the following for every meeting:
Who will be there?
Why is everyone there
What are the meetings about

From that, make a list of
What you know
What you don’t know

Brainstorm a list of questions, and if it is natural to ask something on the list, ask it.

Finally, if you’re contributing nothing and don’t think you’re getting anything out of it, gently broach whether you need to be there with your boss. A few hours a week every week for a year adds up to thousands of dollars in wasted time if your time is better spent elsewhere.

Overcoming Challenges: If time constraints or unexpected changes make thorough preparation challenging, focus on key points and prioritize information based on its relevance to the agenda. Flexibility in your approach will allow you to adapt to different meeting scenarios.

Choose the Right Moment:

Timing is crucial to making your voice heard. Look for natural breaks or transitions in the conversation to interject your thoughts. Avoid interrupting others, and be mindful of the overall flow of the discussion. Choosing the right moment increases the likelihood of your input being well-received.

I only want to speak up if I know what I am talking about, which comes with time. Of course, if I have questions, I will speak up. I was working a new job once, and we had morning meetings, and the manager mentioned how quiet I was. I told her I was calm until I knew what I was talking about.

Overcoming Challenges: In situations where the discussion is fast-paced or dominated by a few voices, consider utilizing non-verbal cues such as raising your hand or using subtle gestures to signal your desire to contribute. Additionally, you can follow up after the meeting via email or other communication channels.

Speak with Confidence:

Confidence in communication is often as important as the content itself. Maintain good posture, make eye contact, and speak clearly. Confidence makes your message more compelling and instills trust in your colleagues.

Try to make yourself come out of your shell. Don’t be afraid to ask questions, even if only “for my knowledge,” “just to clarify,” etc… After doing that for a while and getting comfortable, you’ll open the window to be more creative and insightful. You will think of things related to the discussion that might be interesting or useful and ask about those. Keep practicing, and make yourself get out of your comfort zone.

Overcoming Challenges: If confidence is a concern, practice your points beforehand, in front of a mirror or with a trusted colleague. Embrace feedback to refine your delivery and build the confidence to speak up effectively.

Active Listening:

Successful communication is a two-way street. Actively listen to others and acknowledge their contributions. This fosters a positive and collaborative environment and provides valuable insights that can enhance the quality of your input.

Overcoming Challenges: In larger meetings where active listening can be challenging, consider taking brief notes during others’ contributions. This helps you stay engaged and provides reference points for your input.

Encourage Constructive Dialogue:

Foster an environment where diverse perspectives are welcomed and actively encouraged. If you disagree with a point, express your views respectfully, focusing on the issues at hand rather than personalizing the discussion. Constructive dialogue benefits everyone involved and contributes to more informed decision-making.

Draw a circle in the notebook page corner and put a cross through it so you have four pieces of the pie. Divide the time of the meeting by 4.

Rate your participation from 0-5 (or whatever you like). If you get 0- 3 consistently, drop the meetings. The key is having notes when someone asks why you’re not in.

You show them your calendar and tell them you’re getting consistent 0-3s. rarely are you in 4-5, so it is a better use of your time – to be doing the work.

Call me at my desk or invite me with an agenda, and I will read and comment on the notes.

And also – reject any meeting that does not have an agenda. It will only waste your time if the organizer doesn’t know what the meeting is even for. And only accept meetings where the organizer sends minutes after.

Never do meetings with people who waste your time.

Overcoming Challenges: In situations where conflicting opinions may lead to tension, emphasize common ground first. Acknowledge valid points from opposing views before presenting your perspective. This approach helps create a more open and receptive atmosphere.

Follow-Up After the Meeting:

The impact of your input extends beyond the meeting room. Take the initiative to follow up with key stakeholders, provide additional information if necessary, and reiterate your key points. This demonstrates your commitment to the topic and ensures your contributions are not easily forgotten.

Consider adding value in other ways: take notes and circulate those notes after the meeting. Follow up with people about the status of their action items. Doing those little things can help you morph into more leadership-type roles.

Overcoming Challenges: If time constraints make immediate follow-up challenging, prioritize critical stakeholders and send concise, well-crafted follow-up emails. This allows you to reinforce your input and allows further discussion.

Having a professional who talks the talk but stumbles in walking the walk is still better than a silent genius stuck in the ‘mute’ button phase.

Successfully navigating meetings requires strategic thinking, effective communication, and adaptability. While implementing the above mentioned, I also realised that these tactics may only be universally applicable in some situations. By acknowledging potential challenges and offering alternative solutions, you can refine your approach and increase the versatility of your communication toolkit.

Remember, the goal is to be heard and make a meaningful impact with your input.