 Posted: Mon 1:54, 19 Aug 2013 Post subject: A Manager Who Lapsed Into Long Silences Nike Blaze |
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| A Manager Who Lapsed Into Long Silences
Bill was a senior manager in a large telecommunications company. There was a studious air about him. He wore spectacles with thick lenses that magnified his eyes. Bald and portly, he was always well turned out never succumbing to the invitation to dress down on Fridays and his shoes were exceptionally highly polished. In a previous existence he had been an army officer and retained the practice of polishing his shoes with a soft cloth (never anything so rough as a brush!) and much spit and polish. Bill had one truly alarming habit; without warning,roger vivier flats online, in the middle of a conversation, he would fall silent. There were many occasions when he was talking over a project with a colleague when,buy roger vivier online, suddenly,Isabel Marant Online, Bill would lapse into silence. This could happen at any time in mid-sentence, when you had finished answering a question he had put to you, even when you asked him a question. Once Bill had stopped, it was as though he had gone into suspended animation. He gaze at you through those big lenses with a blank expression. If he had been a character in a comic, he have been drawn with a stream of bubbles emanating from the top of his head. In the absence of any bubbles, it was hard for anyone to know how to interpret the sudden silence. Had something offended him? Had he lost his train of thought? Had he been asked a question that was so profound that it required deep thought? Had he been struck dumb by a stroke? One of Bill colleagues became very irritated with his own inability to tolerate the silences. The first few times Bill inflicted a sudden silence on him, in common with most people,Roger vivier flats, he would obligingly fill the gap by making some comment. In hindsight, he always regretted this because it meant he had blurted out inconsequential, ill-advised statements just to fill the silence. So the colleague devised a plan to survive the silences. He set himself the objective of not, under any circumstances, being the next to speak. No matter how long it took,Giuseppe Zanotti Sneakers, Bill would have to break the silence,isabel marant, not him. The plan to survive the silence was simple (as the best plans always are); he would concentrate on counting (not sheep, but numbers!) and this,merrell footwear size chart, he reckoned, would give him something to do to fill the void. He only had to implement his plan once. Bill fell silent,giuseppe zanotti 2013, the colleague started counting (in his head,giuseppe zanotti outlet online, not out loud). He kept counting, and counting,isabel marant shop style, and counting. Eventually, somewhere in the three-hundreds, Bill broke the silence by saying, changed. colleague told him about his plan and Bill never inflicted a silence on him again. Let face it,merrell outlet, you been rumbled! Your ploy of lapsing into sudden silences will no longer work. The colleague who broke the pattern by counting his way through the silence, will surely pass this on to your other victims. If they have any sense,roger vivier sandals, they all start doing it and any advantage you thought you had gained will vanish. I take it that you adopted the silence routine because you discovered that it was a good way to get people to reveal things that would otherwise be left unsaid,giuseppe zanotti? Or perhaps it just amused you to see how different people would cope under pressure? The way you are using silences at present is a form of harassment and bullying,isabel marant sale. You needn totally abandon silences; you just need to throw in an open-ended question before becoming silent in anticipation of an expansive answer. Questions are a far better way to get people to open up than silences alone, and they have the added advantage of providing some focus to the discussion. You can control the whole conversation through a few well-placed questions. In an odd sort of way,discount merrell shoes, your ability to stay silent should stand you in good stead when it comes to listening to the answers to your questions without interrupting. Too many managers make the mistake of jumping in and answering their own questions or cutting people off before they have finished. 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