Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 12, Issue 10;   March 7, 2012: Speak for Influence
"

Speak for Influence

by

Among the factors that determine the influence of contributions in meetings are the content of the contribution and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.
Barack Obama, 44th President of the United States

Barack Obama, 44th President of the United States, speaking in the East Room of the White House in 2010. The slow pace of Mr. Obama's speaking, whether making casual remarks or more formal pronouncements, enables him to take the care required of someone whose every word is parsed by thousands of pundits. But more important, it leaves him a reserve to escalate his pace and intensity when he comes to important points in his speeches. Record one of them and pay attention to tempo when you listen to it. Photo courtesy U.S. National Aeronautics and Space Administration.

When we participate in meetings, we tend to focus on the parts of our contributions that relate to the content of the discussion. Certainly content is important, but how those contributions fit into the discussion can be important, too. To determine fit, we must examine both the content of the contribution in relation to the rest of the conversation, and the flow of the exchange itself.

Here's a set of techniques for enhancing your influence in meetings.

Leave the obvious remarks to others
A contribution that's relatively obvious to most participants can create an impression that the contributor is less worth listening to than other contributors might be. That impression lasts beyond the present moment, leading others to attach lesser value to that contributor's offerings, even when he or she has something more valuable to say. To enhance your influence, leave the obvious remarks to others.
Speak slowly
When people want to contribute, some feel pressure to make their contributions quickly, minimizing the time taken. In a rush, they backtrack, misspeak, or forget important points. Avoid this trap. Speak carefully and slowly enough to get it right.
Make notes if necessary
Sometimes it's difficult to get a chance to speak. Perhaps many people are trying to enter the discussion, or the meeting is virtual, or the facilitator unskilled. When your turn comes, make it count. Use notes to help you remember the points you want to make. Nothing erodes influence like forgetting important points.
Ask brilliant questions
Contributions need not be definitive. Questions are contributions, too, especially when they stop the meeting in its tracks. See "Asking Brilliant Questions," Point Lookout for November 22, 2006, for more.
Learn how not to be interrupted
Being interrupted erodes the contributor's ability to influence the meeting. Usually we regard the interrupter as the cause of the interruption, but the person being interrupted can do much to prevent interruptions. See "Let Me Finish, Please," Point Lookout for January 22, 2003, for more.
Deal with interruptions
When interruptions do occur, To enhance your influence,
leave the obvious
remarks to others
talking louder than the person interrupting is ineffective. Because interrupting others repeatedly is a performance issue, deal with it privately. Talk to the meeting lead if you aren't the lead, or talk to the interrupter if you are the lead. If things don't improve, escalate.
Get to the point
Some begin their contributions by describing them, or by explaining how the idea came about. For instance, "I was thinking about this very issue as I was coming up the stairs from the lobby this morning, and this amazing insight came to me." Skip that stuff. Get to the point. Making the contribution eliminates the need to describe it. If people want to know how it originated, let them ask you.

Most important, build something impressive on what already exists. Unify the ideas of others, or crystallize what's already on the table. Help others see the way forward. Go to top Top  Next issue: Apophenia at Work  Next Issue

101 Tips for Effective MeetingsDo you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrenHQqwpKgpEsziwAoOner@ChacPIXrWgGaXwqWOKtjoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Wheelchair basketballBonuses
How we deal with adversity can make the difference between happiness and something else. And how we deal with adversity depends on how we see it.
Gut bacteriaMitigating Outsourcing Risks: I
Outsourcing internal processes modifies the usual risk configuration of those processes, but it also creates a special class of risks that are peculiar to the outsourcing relationship. What are some of those risks and what can we do about them?
A centrifugal governorSixteen Overload Haiku
Most of us have some experience of being overloaded and overworked. Many of us have forgotten what it is not to be overloaded. Here's a contemplation of the state of overload.
A waterfall and spray cliff in the mountains of VirginiaDecisions: How Looping Back Helps
Group decision-making often proceeds through a series of steps including forming a list of options, researching them, ranking them, reducing them, and finally selecting one. Often, this linear approach yields disappointing results. Why?
A clockThe Artful Shirker
Most people who shirk work are fairly obvious about it, but some are so artful that the people around them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.

See also Personal, Team, and Organizational Effectiveness and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

Cargo containers at a port of entryComing May 31: Unresponsive Suppliers: III
When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
A blue peacock of IndiaAnd on June 7: The Knowledge One-Upmanship Game
The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUXkKmkftxESQnuMfner@ChacfxOmgBRUmxJauxbzoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here's an upcoming date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.