Reference no: EM13188602
Respond to the following article (at least 250 words):
Here is a question that I have asked by leaders periodically: "How do you get people to speak up and talk in groups, team meetings, etc?" I guess people think that since I am a facilitator / trainer and deal with 'leadership', then I should know the answer! I am going to give you some keys to help you with this-- T.R.U.S.T. How can TRUST be the answer you say?
T hreatening environments often exist...you think not? Watch the next time you ask a group for input. Observe the dynamics of what occurs when people speak up. Levels of self-esteem are varied and the quiet ones are typically those that struggle with this and have been 'hurt' in the past when encouraged. This could have begun the first days of school (way back) when we are still excited and enthusiastic and eagerly want to be called on. After being laughed at OR not having your thought recognized OR told 'that won't work'...the mind says "heck with this group stuff" for the rest of our lives.
R elationships must be right...when you get serious about 'involvement, participation and team problem-solving', you must remember that this (and all teams) have damaged relations, dominating people. new employees (who have been told they know nothing), etc Past practices on your team must be addressed and informal rules put into place to create a new starting point...that encourage IMPROVED RELATIONS.
U nderstand the impact we have on each other...you, the leader must make people realize how we tear each other down by our actions and words. Many of us have no intention to do so, but we can 'hurt' others without even knowing it. And who gets to decide if what you said or did 'hurt' ?...the answer: the receiver of course. Perception of course is reality-not what was meant.
S eek first to understand before seeking to be understood...this is a phrase I borrowed that will do worlds of good as well, once team-members buy into this point. In a nutshell, it means learn to let others speak first while you listen (sincerely). Consider the impact of you listening first-it says to the other person 'I value your opinion, thoughts and your side...' On the selfish side of things, once you have done this, most people will be more willing to listen (sincerely) to your side now!
T eams don't allow players to not-participate...the team must be part of making this work. You, the leader, will miss things and won't always be there. Place the responsibility on the team to 'police' each other, 'rat' on each other and generally correct each other as we grow, develop and improve as a team.
TRUST has so many deep meanings and realizations for us as leaders. I hope that this has helped a little. Allow me to make one other last point: people will tell you that this stuff is no big deal. TRUST me, it is...they know it and so do YOU! Commit to addressing the keys above and you will be overwhelmed with input and you'll be asking "how do you control people, all the talking and too many ideas?
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