The goal is to reach a point where input is volunteered even when not invited. If this is the case, it’s worthwhile for the leader to invest a little time up front explaining that they’re looking to the team for input and why, reassuring participants that there are no right or wrong answers, sharing how the input will be used and setting the expectation that everyone should contribute.This won’t necessarily ensure that everyone will participate as fully as one might hope, but it sets the stage for fuller and more effective participation as the leader continues to invite input in the future. If the group consists of more junior members, they may not have been invited to participate often before and simply aren’t yet comfortable with speaking up. There are many possible reasons behind this lack of response:ġ. GREAT MINDS THINK ALIKE FULLNeedless to say, it’s not the full and energetic discussion the leader had hoped for. Most of us can picture this scenario, and many have experienced it: The leader throws out either a question or a request for input and gets empty stares, shuffling feet and perhaps a couple of responses from either very confident team members or someone who feels for the leader and tries to come to their rescue. What if I invite participation and hardly anyone responds? So how should team leaders proceed? Let’s start by addressing the first what-if question, and I’ll come back to the others next time. As today’s organizations increasingly recognize both the benefit of fully tapping into members’ ideas and the necessity of doing so to stay ahead of the pack, being able to nurture and harvest those ideas is becoming an essential skill for all leaders. While these questions frequently arise from relatively new leaders, the issues they address are often faced by more seasoned leaders, as well.
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