If you’ve ever found yourself in a meeting wanting to share your opinion but held back due to concerns about how you might be perceived or fears of not being listened to, keep reading.
Often people get unstuck because they’re so desperately thinking of the best way to put their information across that, by the time they have finally figured it out, the conversation has moved on.
Or they might desperately scramble a few words together, jump in at the wrong time and generally sound flustered. In doing so, they might raise their voice or speak too fast and the message just doesn’t land in the way they wanted it to.
In response to these challenges, I’ve developed a series of powerful tools that I share in my Gravitas Masterclasses, which will ensure that your voice is heard and your thoughts and recommendations are respected.
- Plan ahead for the meeting by using my OPRAHS model. This stands for:
Objective: What do I want to get out of the meeting?
People: Who are the people attending and what will they be there for?
Role: What is my role – eg: am I there to be a subject matter expert, strategist or facilitator?
Attitude: What attitude do I want to go in with?
Hear: What do I want to listen out for and pay attention to?
Say: (having considered the above) What do I want to say?
- Be clear on the points you want to make in advance and read up on the relevant information so you can use evidence to back up what you’re saying.
- Aim for a balance between making your points and asking open questions. Be open to being challenged. Rather than getting thrown off, listen and be curious about others’ point of view.
- Treat other people in the same way you would want to be treated – don’t interrupt, belittle or discredit others’ points of view – remain respectful and objective.
- Use your body language and voice to ‘cut into’ the conversation where necessary.
- To elegantly intervene, try building on others’ points: ‘I’d like to add to John’s point there…’; supporting others: ‘I think Helen has a good point there because…’ or joining the dots: ‘I’m seeing a link between what Helen and John have said about…’
- To bring in a constructive challenge, make a statement followed by a question: ‘I’m concerned about the impact of x. What would it mean for the team?’. Alternatively, ask about different perspectives: ‘What would our clients/team/senior managers say if they were here now?’ or use open questions: ‘What is our end goal here?; ‘What are the key opportunities/barriers here?’
- Notice and flag what is happening to the process and timing of the meeting ‘I’m conscious we have spent 40 minutes on this issue alone – do we need to take it off-line / allocate more time?’
- Say if you are lost or confused by the meeting – the chances are you won’t be the only one! ‘Before we move on, I’m not 100% clear on what we agreed on here, have we…?’. ‘Could you say more about that…’.
- Create opportunities to ensure an equal share of voice. State this intention from the outset, proactively bring in people whose opinions haven’t been heard and respectfully champion people who have worked hard to make their point.
Meetings take place to share ideas and yours are no less valid that anyone else’s. If you put these techniques into practice you will be able to speak up with confidence and earn the respect and trust from colleagues for your decisions and recommendations.
You’ll inspire greater respect and fellowship when you’re willing to be in the spotlight, ‘tell it like it is’, don’t fudge issues, and are prepared to stick your neck out for what you believe in. It’s not always easy, but it is doable when you know how.
For practical, relevant and effective strategies and techniques for success in your life and career, read my leadership development books or book onto my next Gravitas Masterclass.
