A friend recently asked for advice on how to approach a particular organization with a written proposition. My advice was simple yet strategic: let the recipients read the document at their own pace, and before any discussion begins, ensure that everyone has had the chance to review it. This way, they are already informed and ready to provide feedback.
Take Amazon, for example. They reportedly require everyone to read a full-length document and fully understand it before engaging in any debate. This approach is a valuable one because it ensures that everyone has a clear understanding before discussions start.
When presenting a proposition, the order of feedback matters. Rather than leading with your own proposal, it’s more powerful to begin by asking others to share their thoughts. This places you in a stronger position to gauge their reactions and build on their feedback. By listening to everyone’s input, you can then draw the discussion to a close by summarizing their ideas and offering a final, cohesive response.
This method is like setting up a domino effect – whether you are the first or last to speak. Starting with your advocates or those likely to support your proposition can create a momentum that leads into your final conclusion. If you speak last, you can seamlessly bring all the key points together and offer a unified summary of your stance.
Another useful guiding principle is the question: Does it need saying? Does it need saying now? Does it need saying by me? This simple reflection can help you decide whether it’s best to stay silent or contribute. If you allow others to voice your thoughts, your argument is stronger because it’s no longer just your opinion – it’s a collective consensus.
Additionally, there are other phrases to keep in mind: Is it truthful? Is it informative? Is it necessary? Is it kind? These criteria help ensure that what you contribute adds value to the conversation.
Sometimes, silence is the most constructive contribution you can make. By allowing others to think, process, and engage, you create the space for emotional and intellectual shifts that ultimately lead to the consensus and support you seek. After all, it’s not just about getting your message across – it’s about allowing the team to arrive at a shared conclusion.