Asertiveness and open-mindedness - Deepstash
Asertiveness and open-mindedness

Asertiveness and open-mindedness

It is up to the meeting leader to balance conflicting perspectives, push through impasses and decide how to spend time wisely.

If you’re running the conversation, you should be weighing the potential cost in the time that it takes to explore opinions of inexperienced employees versus the potential gain in being able to assess their thinking and gain a better understanding of what they’re like.

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MORE IDEAS FROM 9 common-sense rules for getting the most out of meetings

Align objectives with appropriate types of communication
Make clear what type of communication you are going to have in light of the objectives and priorities. 

If your goal is to have people with different opinions work through their differences (i.e., open-minded debate), you’ll run your meeting differently than if its goal is to educate.

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Watch out for assertive “fast talkers
They things faster than they can be assessed, as a way of pushing their agenda past other people’s examination or objections. 

If you’re feeling pressured, say something like, “I’m going to need to slow you down so I can make sense of what you’re saying.” Then, ask your questions. 

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Assigning personal responsibilities
Often, groups will make a decision to do something without assigning personal responsibilities, so it is not clear who is supposed to follow up by doing what. 

Be clear in assigning personal responsibilities.

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Enforce logic in conversations

People’s emotions tend to heat up when there is a disagreement. Remain calm and analytical at all times; it is more difficult to shut down a logical exchange rather than an emotional one. 

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The “2-minute rule”

It establishes that you have to give someone 2 uninterrupted minutes to explain their thinking, before jumping in with your own. 

This ensures everyone has time to communicate their thoughts without worrying they will be misunderstood or drowned out by a louder voice.

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Goals and directors of a meeting
Without someone clearly responsible, meetings have a high risk of being directionless and unproductive.

Every meeting should be aimed at achieving someone’s goals; that person is the one responsible for the meeting and decides what they want to get out of it and how they will do so. 

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Achieve completion in conversations

Conversations that fail to reach completion are a waste of time. 

When there is an exchange of ideas, it is important to end it by stating the conclusions. If there is agreement, say it; if not, say that. When further action has been decided, get those tasks on a to-do list, assign people to do them, and specify due dates

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Watch out for “topic slip"

Topic slip is random drifting from topic to topic without achieving completion on any of them. 

One way to avoid is by tracking the conversation on a whiteboard so that everyone can see where you are.

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RELATED IDEA

Decision Making Process

The decision making process that Dalio, Buffett and Munger use is:

  1. Make the most rational decisions you can;
  2. Look for psychological bias that may have interfered with making a rational decision; and
  3. Expose your hypothesis to very smart people who have a thoughtful contrary view and deeply understand their position.

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Principles = Fundamental Truths
  • Principles are essential truths that work as the foundations for the behavior that leads you where you want in life.
  • Those principles that are most valuable come from your own experiences and your reflections on those experiences.
  • You turn to your principles when you face difficult choices.
  • They connect your values to your actions, guide your actions and help you successfully deal with the reality you live in.

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....is the most important component for conducting more effective meetings.

It establishes the parameters, organizes the terms of reference and tells everybody in the room why they are there, for how long, and what they need to accomplish.

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