Creating Passionate Users

When only the glib win, we all lose

In way too many meetings, the fastest talkers win. And by "fastest talkers", I mean those who are the first to articulate an idea, challenge, issue, whatever. Too many of us assume that if it sounds smart, it probably is, especially when we aren't given the chance to think about it. The problem is, the guy with the "gut feeling"--the one who senses that something's not right, but has no idea how to explain it, let alone articulate it on the spot--might be right. Too bad, though, because the glib usually rule.

Let's face it--the clever, witty, glib talkers can make the non-clever, non-witty, and non-glib sound like slow dolts. Slow-to-articulate is mistaken for slow-in-the-head. And as the world speeds up and decisions have to be made right frickin' NOW, it just gets worse.

So there's the heart of the problem--if you're not able to explain your thoughts, ideas, and concerns quickly and articulately, you are often at a disadvantage. I've been there. I am there. I'm capable of thinking (some would debate that), willing to do the research, and reasonably articulate. But I need time! I have never been one of those think-on-your-feet types. With the exception of those few things in which I have a lot of expertise and experience, I pretty much suck at having to explain, defend, or promote something in real-time.

[Note: Making this a glib vs. thoughtful issue is not what I'm saying; lots of people can be thoughtful, right, and quick to articulate. Just because someone can think and speak fast on their feet doesn't necessarily mean they're automatically wrong. The problem is that too often they're assumed to be automatically right.]

Perhaps we can attack this on two fronts:

1) We all need to fight the culture of the quick, by recognizing that giving people a little time to think will do more good than harm.

2) If you're not good at the glib game, there are some things you can do to improve, starting with the most important:

Memorize this: "I have some concerns, but I need a little time before I can really articulate them."

If you're a manager, or anyone who leads meetings and discussions, please PLEASE have respect for that phrase. It's unlikely (but possible, sure) that someone will abuse this, since "buying time" in the context of a work decision doesn't usually buy us anything other than the chance to think more deeply.

I do have a few other suggestions, and I hope to hear more from you...

Listen--and respect--your own "gut feelings"
(known as bad smells in the programming world). Read Blink for a greater appreciation of the research behind it. This doesn't mean that your instincts are always right, but they should NEVER be dismissed without thought.

Work to move up the glib continuum

Dig for the source of your feelings about the rightness or wrongness of an idea. If you're in the "I know it when I see it, but I can't explain why or how" stage, you need to do some serious analysis. Here are a few tips:

1) Compare the thing-that-feels-wrong to something that you know is right. Look for the deltas. Sometimes we miss the subtle but crucial things because we're looking in the wrong place. It might help to bring in an outsider who doesn't come with pre-existing biases. (Like the drawing on the right side of the brain thing, where you can draw a thing more accurately if you analyze it as lines and shapes and shades and try to ignore/forget what you know the thing is)

2) Use rubberducking to force yourself to explain something. Even if you have no idea what you're going to say, just start talking! (to a rubber duck or a helpful friend or co-worker) The act of speaking can engage other parts of your brain and help you shape an explanation. The tricky part is, we sometimes try so hard to find a reasonable, logical explanation that we just make s*** up without even realizing it. So explain it, then do the next thing:

3) Find someone to tear holes in your explanation. This is when you need a devil's advocate. Not necessarily to prove you're wrong, but to help you figure out why you're not. And of course, most of us need to practice defending our ideas.

4) If your communication skills are weak, work on them. You should be able to talk as fluently and naturally as the guys in marketing--only authentically and without the semantically-empty buzzwords and jargon. I hesitate to suggest this, but joining a toastmasters program could be a big help if you're struggling to make your point quickly and effectively, especially in front of a group.

5) Take an improv class! Nothing helps you learn to speak on your feet (and not get in your own way) better than improvisation. This is something Johnnie Moore talks about, and I think it's a lot more valuable than I previously recognized (on many different levels).

6) I know I don't have to say this, but for disclaimer purposes I will: don't use your glibness to avoid having to think more deeply or to "win." The best solution is to ask for time to think, research, analyze, evaluate, etc. Just because you can talk fast doesn't mean you should. But it helps to be quick enough to make the case for why you can't articulate your point on the spot, and why taking the time to do so could be of great value.

Again, if you're a manager, understand that most of us are biased to favor glibness (assuming it sounds smart at first listen). Most of us unconsciously link articulation with intelligence, and quicker is better. Don't be blinded by glibness. While it might be a huge asset for a rousing dinner party conversation, glibness can be potentially deadly in work.

I know there's more to say about this... and I might be completely wrong here, but I just can't put my finger on it right now... so I'll think some more and get back to you ; )