|
Hi Reader, Whose responsibility is it to make a conversation productive? You might argue that it’s their responsibility to speak up. They might argue that it’s your responsibility to make it safe for them to share. After all, if the real or perceived costs of speaking up are too great, silence makes sense. Power dynamics, life experiences, emotion, and perception all shape whether we dance around issues or really talk about what’s at stake. Too often, we get stuck in a cycle of pointing fingers—thinking things would be better if only they would do something differently—without realizing that, in different contexts, we are each other. A recent conversation reminded me that whatever our role, there are moves we can make that increase the likelihood a conversation will be productive. Below are seven phrases we used that helped move the conversation forward.
Conversations can be tricky. And whether professional or personal, relationships are tricky too. Which of these might you try in your next conversation? Elaine When you’re ready, here are three ways I can help…
|
I help leaders unleash the talent on their teams and reclaim their power by unlearning silence. I’m the author of the USA Today Bestselling book on Unlearning Silence: How to Speak Your Mind, Unleash Talent, and Live More Fully (Penguin 2024). My vision is a future in which each individual knows, uses, and chooses where they lend their voice.
Hi Reader, As humans, we're incredibly attune to how costly speaking up can be. If the cost of sharing our perspectives, insights, expertise, or ourselves is too high, then it makes sense that we wouldn't want to incur those costs. But what if we’re making these choices to speak up or stay silent based on incomplete analysis? I don’t know about you, but I don’t typically sit around and do a slow pro/con evaluation. The calculation of whether to speak up is typically split-second and often...
Hi Reader, Why don’t smart, capable people speak up? One unexpected reason is what psychologists call expert blindness. When you’re really good at something, you can forget – or be blind to – the fact that others can’t always see what you see or do what you do. Research often focuses on how expert blindness makes it difficult for experts to teach their expertise to others. But I want to focus on another gnarly side effect of being an expert – you can easily underestimate the power of your...
Hi Reader, A marketing director recently described how she had no problem speaking her mind to her peers. But put her in the C-Suite? That’s when it was hardest. It wasn’t just that she was the only one without a C level title. It was also that she didn’t think she had the credentials – she had gone to a state school while the C-levels were fancy-pants-Yales-and-Harvards. Speaking up can be hard enough. Speaking up when it’s up the org chart? When you feel out-credentialed? Even harder. Often...