Some people at work are natural journalists. When they describe situations, they stick to the facts, important facts first, in a logical sequence, without fluff. It's a talent some people lack. At the other extreme are ramblers who just can't get to the point. They start with secondary details, or they "bury the lead," as journalists would say.
If you supervise a rambler, maybe you can do something about it. Coaching, mentoring, performance improvement — all are options. But if there's a rambler in your life, someone you don't supervise, you probably can't help. You can contact the supervisor and suggest something, but the supervisor probably knows about the problem, and is either unwilling or unable to address it.
Your problem, then, is to deal with listening to the rambler, which can be so unnerving that listeners sometimes engage in abusive behavior that is itself problematic. What can you do to remain calm and avoid taking actions that raise questions about your own mental stability? Here are some suggestions for maintaining self-control.
- Maybe you're the one who's lost
- It's possible that you can't follow the rambler because you're just lost. Have you really been paying attention? Do you know all you need to know to understand what's being said? Check yourself, objectively.
- If listeners seem disengaged, some ramblers assume they aren't supplying enough detail. They become even more verbose. They supply background that they feel might help listeners understand, which exacerbates the situation. If you engage, and let yourself appear to be engaged, the rambler might not ramble as much.
- Intervene early with a closed-ended question
- When you'reInterruptions that build on
what the rambler was saying
at that point are more likely
to be accepted as polite dealing with known ramblers, intervene before they get rolling. Ask a closed-ended question — one that has a numeric or yes/no answer. "Yes, it's trouble, I agree. Do you think it's a two-hour job or a half day?" When you get the answer, you can try to close the conversation: "OK, that'll do it, thanks."
- Know how to interrupt politely
- Interruptions that build on what the rambler was saying at that point are more likely to be accepted as polite. Follow with a closed-ended question. For example, "I've often thought that myself. Would they accept it if we did something like that?"
- Know how to get back on the path
- Some ramblers branch into deeper detail upon deeper detail. When that happens, ask the rambler a question that returns the topic at least one level. "Wait, tell me again about <previous detail>." Note: use again, not more. Then as the rambler repeats that detail, interrupt to ask about the detail before that. Repeat until you get back on the path.
Remember how the ramble started. In an emergency, if you get totally lost in the rambler's ramblings, asking a question about the very beginning might be the shortest path to the punch line. Top Next Issue
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Effective Communication at Work:
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- Dismissive Gestures: I
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Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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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 a date for this
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Road, Berlin, CT 06416: September 19,
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