4 WAYS TO WATCH WHAT YOU SAY

AS A LEADER

4 WAYS TO WATCH WHAT YOU SAY

AS A LEADERGreat leaders pay attention to the details.

Every word you say and each movement you accompany them with will have an effect on your followers and the environment you create around them.

HOW DO YOU ENGAGE IN CONVERSATION?

1

THE “UH-HUH” APPROACH

1

THE “UH-HUH” APPROACH

All too often we’re more concerned with looking for an opportunity to interrupt and offer our own advice

than we are with actually listening to what is being said.

THINK YES BEFORE YOU ENTERTAIN THE

THOUGHT OF NO.

Allow employees to share their point of view, not necessarily by agreeing with them,

but through subtle encouragement.

Allow employees to share their point of view, not necessarily by agreeing with them,

but through subtle encouragement.

SAY THIS:Yes uh-huh, ok, mmhmm

Allow employees to share their point of view, not necessarily by agreeing with them,

but through subtle encouragement.

SAY THIS:Yes uh-huh, ok, mmhmm

INSTEAD OF THIS:No, errr, uuum, but, maybe

2

UNCOVER WISDOM INSTEAD OF REVEALING

INCOMPETENCE

2

UNCOVER WISDOM INSTEAD OF REVEALING

INCOMPETENCE

You’re looking to get the best out of your team, so don’t hit them with high-pace intimidation that

leads to mistakes - go slow.

BY APPLYING LESS PRESSURE, YOU’RE ABLE

TO CREATE A FEELING THAT THERE’S LESS AT STAKE.

SAY THIS:“Just to make sure I

understand…”“We’re in this together.”

SAY THIS:“Just to make sure I

understand…”“We’re in this together.”

INSTEAD OF THIS:“That’s not going to work.”

“Find me another solution.”

3

OFFER YOUR OPINION...LAST

3

OFFER YOUR OPINION...LAST

Imagine you’re in a meeting, and a workplace superior starts with, “In my opinion…” - everything

else from that point on is doomed to agree, at least partially, with the initial statement.

AS A LEADER, YOU’VE GOT THE POWER, SO DON’T

HOLD IT OVER YOUR SUBORDINATES’ HEADS.

Instead of offering your opinion as a standalone, connect it to what others have said previously

and frame it as an addition.

USE THESE BRIDGING PHRASES:“That makes me think of…”

“Remember what you said about…”“I see, and what about…”

Instead of offering your opinion as a standalone, connect it to what others have said previously

and frame it as an addition.

WHY THIS WORKS

WHY THIS WORKSThrough framing your own opinions as stemming from the ideas of others, you give employees confidence in what they think and take

away their fear of sharing.

WHY THIS WORKSThrough framing your own opinions as stemming from the ideas of others, you give employees confidence in what they think and take

away their fear of sharing.

CONFIDENCE = improved collaboration and idea generation Because, after all, two heads are better than one.

4

PROBE FOR MORE

4

PROBE FOR MORE

Someone’s first answer is seldom their best one.

IN ORDER TO DRAW INSIGHTFUL SOLUTIONS OUT OF YOUR TEAM, ASK

AGAIN, AND AGAIN.

MORE IDEAS EQUAL MORE CHOICES, AND

A HIGHER LIKELIHOOD OF THE BEST POSSIBLE

DECISION BEING MADE.

SAY THIS:“Great, and what else?” “Should we do this, this, that or none of them?”

“Why?”

SAY THIS:“Great, and what else?” “Should we do this, this, that or none of them?”

“Why?”

INSTEAD OF THIS:“Let’s do that.”

“REMEMBER THE DIFFERENCE BETWEEN A BOSS AND A LEADER: A BOSS SAYS ‘GO!’ AND A LEADER SAYS

‘LET’S GO!’”- E.M. KELLY

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