You simply are not allowed to speak your peace or offer insight. In vain, you attempt to conjure the right words, but you are cut off or talked over. Sometimes, the other person is just talking a mile per minute. From time to time, you may encounter a belligerent colleague that just will not allow you to get a word in edgewise. You may also encounter a verbose colleague that monopolizes all of the oxygen in the room. The atmosphere may be tense, and they are determined to drive their point. You may feel frustration or exasperation. If you experience either scenario, please feel free to use the following sentences: You have to give me the opportunity to speak. If we are going to have a constructive conversation, and have a meaningful exchange of opinion or ideas, I must have the opportunity to add to the dialogue.
Now, everyone’s situation is going to vary, so I would humbly suggest you take my recommended verbiage and tailor it to fit your own specific circumstances. Your delivery should be calm, reserved, and definitely firm. Your tone should be serious. It should be worth noting that you may need to reiterate your point a few times. Some individuals will attempt to argue you into the ground. You must remain married to your talking points and not stray off course. And if you still cannot get a word in – terminate the conversation. There is no need to talk in meaningless circles. Your parting word should be your last word. And your parting word should look like the following: When you are prepared to have a substantive discussion, and I am an active participant, we can certainly reconvene the conversation. Have a nice day.
When a team meeting begins an unexpected downward spiral into chaos and negativity, as a leader in management, one must never hesitate to utilize one’s authority to shut it down – immediately. And as a leader with direct reports, managing a medley of personalities can be quite challenging. Naturally employees will have team disagreements; that is to be expected as no two individuals are exactly alike. However, when difference of opinion devolves into disruption and disrespect, the resulting disorder can adversely affect team productivity and morale. Being a leader, one must have the foresight to identify potential conflict and strategically diffuse the situation before it escalates. The power of foresight can only be attained through hardened experience; there is no course or training that will prepare you for the variables of human behavior. I have endured through trial and error. I want to share some of my insight with you. Here are a few warning signs that your meeting may fly off the rails.
First of all, well, your silent alarm should be blaring when a colleague starts their sentence with “first of all”. Said colleague is about to launch into a lengthy diatribe complete with examples and key grievances – bullet point by bullet point.
A leader must be cognizant of inflammatory language and trigger expressions. When a colleague starts using accusatory language with a belittling tone, the recipient of the incoming fire will become defensive and will most likely reciprocate the sentiment. You never, you always, you should, or why don’t you are leading subjects generally delivered in a chastising manner. Calling attention to another colleague’s faults and errors, either aggressively or passive aggressively, is extremely toxic to the work environment. When a colleague’s work ethic or performance is being critiqued in full view of the entire team – by a non-leader – it will not be received kindly.
Everyone makes mistakes. Be leery of the colleague that chastises fellow employees while presenting themselves as the paragon of work perfection. And this self-appreciation is usually contrasted with a fellow employee as described in the previous bullet point.
When colleagues constantly interrupt one another and talk over each other, they are effectively ineffective with their listening comprehension.
A leader must also be aware of body language. The folded arms, the scowl, the pursed lips, the heavy sighs, the eye rolls, and I could go on and on.
So, as a combustible cauldron of chaos is being stirred with hostile intent, it is your duty to quell any disorder before it explodes into professional bedlam. What we do not want is a Lord of the Flies scenario in the workplace. So, what do you do? First, you must be calm and measured. You must be the voice of reason and pragmatism. Sensing potential conflict, you must insert yourself between quarreling colleagues to prevent them from launching verbal missiles at each other. Your voice must be the most dominant in the room. And dominant does not mean yelling. It should be firm, resolute, and steady. Table the discussion and direct the team that any unresolved issues will be taken offline. You should assert that bickering does not add value and is not constructive usage of everyone’s time. And when all else fails, remember as a leader in management, you can leverage the power of corrective action. Correction actions can be a pain to implement, but allowing discord to fester can quickly disrupt team dynamics. Shut it down as soon as the opportunity presents itself.
To be absolutely certain, SARS-CoV-2 has altered and disrupted contemporary life as we know it. Our daily routines have been cast into disarray; so we steel ourselves daily with the resolve and steadfastness to answer different challenges we all face. As I stated in my previous post, working remotely from home is not as glamorous as it may appear to the public. Trust, those of us that can work remotely are blessed. However, there are some challenges that cannot be ignored. Locked down utilizing whatever space is available to conduct work efficiently and effectively can be challenging. For example, my role and responsibilities require a consistent carousel of interaction with suppliers, hospital personnel, sales representatives, executive leadership, and fellow colleagues. These tasks are not an issue within the comforting confines of a cubicle or meeting room. Now, at home – not so much. Without a doubt, the concept of work-life balance has been disrupted. Coupled with the elimination of in-person team collaboration and the specter of furlough or termination; the combined stress can deplete what little remains of a worker’s drive and enthusiasm. As leaders, how can we keep a team motivated and engaged when the energy just isn’t there given the current environment? I am not an expert, but I offer 5 tips below that might be helpful.
