Learn to Finish Conversations Well
We managers can get ourselves into far too many situations where we unwittingly set others up for disappointment because we haven't learned to finish our conversations well.
Last week I encouraged you to add The Daily Five Minutes (D5M for short) to your management toolbox because it creates more workplace conversations. The intention of the D5M is to give your staff the gift of your attention, five minutes on a recurring basis where you listen well, truly focusing on getting to know them better, and engaging them in dynamic conversations.
This week, I want you to consider how you wrap it up: How do you finish those conversations? Do you both walk away from each other with a clear understanding of who will do what about whatever you've just talked about — and when?
Too often, managers use "safe" sentences so they don't make promises they can't keep. They'll say things like, "thank you for letting me know," or "that's interesting, I wasn't aware of that," or "yes, I see what you mean" clueless to the possibility that they've given the other person the impression they now own the information and will do something about it. But what? And do they own the issue, or do they think they've skirted it?
Skirting issues and playing it safe is for wimps. Great managers rise above those tactics because they seek to get stuff done. However, that doesn't mean that they own everything they've been told either. They're clear. They're clear on what they will do, and what they will not do, and why.
You can't fix everything, and you know that you can't, but you also cannot assume that the person you're talking to understands that too. As a conversation ends, if you aren't clear on what you'll do with your new tidbit of information, you could be giving an employee the impression you will fix it (whatever "it" is), especially when they're assuming it is in your power to do so. After all, you are the manager, and isn't that what managers do?
Maybe so, however great managers do with their staff, they don't necessarily do for. They work with employees to bring their strengths and talents to full employment, and they try to eliminate all the "I can't" thinking and other obstacles which stand in the way of engaging performance and optimal productivity. They get employees to be part of solutions as much as possible, coaching their staff to participate in decision-making. Great managers facilitate way more than they expedite. They understand that the quickest way now is not always the fastest way for keeps, nor is it always the best way.
No more vague.
If an employee walks away from your conversation hearing something as vague as "I understand, I'll give that some thought" you must understand that they are waiting for you to take action. The longer it takes for that action to happen – or heaven help you, you forget about it, or hope the issue goes away on it's own eventual resolution – the more damaging the hit to your credibility and reputation as a manager who cares and effectively gets things done. The less you get things done, the less employees will talk you, thinking to themselves, "What's the use?"
Finish conversations well by coming to agreements on what your next actions are, "your" meaning both of you.
Seek partnerships and reach for synergy.
- Clearly state what you plan on doing next with the information you've just been given, and if you expect or wish to have that employee participate and remain involved in some way.
- State what your next action will be, and ask for or suggest a next action for them, thereby creating collaboration for resolution between you.
- Ask if they agree, or if they have a better idea (they often will! They're closer to the problem!)
- Last, set a time when you'll have a follow-up conversation to update each other; set a date for another D5M.
- Before it arrives, take the action you agreed to take.
- When you have your follow-up conversation, speak of another agreement on the next step in the process until the issue has been taken care of.
You'll walk away with a new partnership, and you'll be yet another step closer to being a great manager.
Post Author:
Rosa Say is the author of Managing with Aloha, Bringing Hawaii's Universal Values to the Art of Business. She fervently believes that work can inspire, and that great managers and leaders can change our lives for the better. Rosa writes for Lifehack.org to freely offer her coaching to those of us who aspire to be greater than we are, for she also believes in us. Writing on What Great Managers Do is one of her favorite topics. You can also visit her on www.managingwithaloha.com.
What Not To Say in a Presentation Avoiding certain phrases during a talk or presentation means you're not making particular mistakes. Preparation and staying on track during a talk allows you to engage the audience. A bad presentation makes people bored and restless. So don't say…
- 1. MAKE SOME NOISE!!! Unless you're at the MTV Music Awards this isn't much of a crowd pleaser. The key point is this: Know Thy Audience. Your audience should dictate your style, approach, the words you use, etc. If you can't modify your pitch to your audience you'll turn people off quicker than you can say…
- 2. Um… The dreaded "um" is so commonplace in our speech we often overlook it. But when you're standing in front of a crowd, selling 'em whatever you're selling 'em (and don't be mistaken: you ARE selling) too many "ums" shows a lack of preparedness and comfort.
- 3. Did That Make Sense? Actually, it didn't. And on top of that, because you had to ask me I'm so disengaged at this point that I've started playing a game on my BlackBerry. The key here: Practice. Do it in front of a mirror. Do it in the shower. Do it in front of others. Do it in public. If you present in front of friends and family who aren't in your field of expertise and they get it, you've got yourself a winner.
- 4. What Else Can I Show You? I don't know, you tell me, that's why you're standing up there on the stage and I'm sitting here eagerly in the crowd. Presentations are stories - they need a beginning, middle and end. It doesn't matter the setting, format or style of presentation/conference/meeting. If you're standing in front of people and telling them something, you're spinning a story. And that means it needs all the elements of a good one.
- 5. I Guess That's It. Well is that the end or not? You would know better than me. Blog professionals often talk about ending strongly, and the same holds true when giving a presentation. Even saying, "That's the end" is kind of lame - your final point (and the entire presentation arc) should make it obvious enough, and you should be able to transition instantly into the next step - be it questions, slinking off the stage, hours of clapping…
It takes practice to be a good public speaker. Don't just find different ways to say these things.
5 phrases you never want to hear in a presentation -
http://preview.tinyurl.com/ywdbeh
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