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Start by asking a question, not uttering your opinion.
In one meeting I was invited to as an adviser, the boss started out by saying, “I think we should do X; I would like your opinion.” Then he went around the table, and everyone in the room raised their hand in support, with zero objections. If you want a real discussion, start with a question. Why? First, it frames the problem to be debated. If the problem is too general, the discussion will go all over the place; if it’s too narrow, that will limit the options. So spend time thinking about the best question. And make sure it isn’t leading, meaning it doesn’t bias the answers. Second, it signals that you want real debate, not just a charade of one. Third, it invites people with different ideas to speak up.
Help quiet people speak up (and don’t let the talkers dominate).
Even with good questions, many people refrain from speaking up. Some are intimidated, particularly new hires and junior people. Others fear retribution. Some won’t speak their true opinions for political reasons. And introverted people dislike the discomfort of a rough-and-tumble discussion with loud voices. Yet many of these people have important contributions to make.
To draw them in, try to “warm call” them ahead of the meeting, as one top performer in my study did: “Sometimes I’ll talk to folks in advance of a meeting, saying, ‘Hey, we’re going to have this meeting. I know you have a particular viewpoint, and I think it’s very important that it gets heard, so I’d like to make sure you share it with the group.’” Then lend your support (“Thank you for that important input”). It’s better to try to get people to speak up in a group meeting than to revert to one-on-one discussions. When you get people to speak in meetings, you benefit from the group’s collective wisdom, so people can build on one another’s comments and ideas.
