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Don't Put People Off

Guest post by: Robert Whipple

Article Overview: Most meetings are intense affairs where it is important to stay on the topic at hand. When an individual comes up with an idea or concern that is not spot on the agend, often leaders will dismiss the input as a distraction. That can be a big mistake. This article looks at how to deal with distractions in a way that actually builds rather than destroys trust.

Don't Put People Off

People advance ideas because they believe their opinions have value. Putting people off is a common mistake. Someone has a concern and tries to point it out. You are focusing all your energy on another issue and brush off the distraction. Doing that too often sends an unspoken message that you don't want to hear about inconsistencies or concerns. That undermines trust.

Putting people off temporarily is often necessary to keep conversations focused on urgent matters. If you get back to them quickly, it provides a trust-building opportunity. People know you are busy and the follow-up demonstrates that you care about them. Their issue may seem inconsequential compared to other things facing you at the moment, but it is important to them. A few hours later, people have often forgotten their issue. It now seems inconsequential compared to other things. When you remind them of it, they are amazed and beam with pride. You have made a major trust deposit.

A typical trust building exchange might sound like this:

Boss: "In the meeting this morning, you voiced a concern about the training budget. We couldn't get into it then, but I made a note to get back to you. I checked the figures with the HR department. What was your concern?"

Employee: "It isn't a big deal. I just wanted to be sure we weren't going to get cut in the training area. It always seems to be the place they cut first."

Boss: "Well, it looks like we did get a 20% cut, so your concern was valid. We'll need help deciding which programs have the most impact. I will make sure upper management knows how passionate you are about maintaining training dollars if possible."

Employee: "Thanks for the good word. I get upset when they cut training, but they must have difficult tradeoffs when money is tight. I hope we can prevent further cuts."

Boss: "I'm glad you can see both sides. I would love to have you on the committee to decide which programs to cut. You have a great perspective and your energy keeps everyone engaged. Can you spare the time?"

Employee: "Sure, I'll do what I can."

Another technique is to ask the employee to send a brief e-mail with the concern or question. Composing the note helps to clarify the issue and take out some of the emotion. Plus, have a tangible reminder as a cue.

Following up takes only a moment, but the goodwill it creates lasts for weeks. In his book "Iacocca", Lee Iacocca put it this way: "You don't have to accept every single suggestion, but if you don't get back to the guy and say, ‘Hey that idea was terrific,' and pat him on the back, he'll never give you another one. That kind of communication lets people know they really count." Always make people glad they voiced their idea or concern.

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Article Tags: Leadership, put down, success, trust



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