Why Your Resident Loudmouth is a Big Asset
Today’s post is by Rod Miller, Head of New Program Development of Corporate Award Source.
All groups have at least one so-called “loudmouth” among them; the person who can be counted on to ask questions, raise concerns and share their opinions on everything, every time.
These people tend to get a bad rap, from both peers and leaders.
Their comments often cause meetings to go on longer than planned, and they sometimes make others a bit squirmy with their frequent boat-rocking. But, are they actually detrimental to a workplace?
On the contrary, I’d say that they are assets. Instead of trying to squelch your opinionated employees’ expression, you should harness their power and appreciate their potential influence on morale and productivity.
A Forum for Expression
In my experience, the group’s resident loudmouths tends to become even louder when they are not given a forum for expression. Companies that are run like monarchies are much more susceptible to mutiny than ones that seek and value everyone’s voices.
Regularly scheduled open forums are a great place to start. Not only do open forums communicate that you want to hear your team’s voices, but they are an ideal way to brainstorm creative solutions to tough problems. Great ideas often come from unexpected sources, and good leaders know that.
Giving people a reliable outlet for their feelings, thoughts and even criticisms ensures that opinions are expressed at the right time and place. Not every meeting should be a free-for-all. If someone brings up off-the-subject issues at a tightly-packed meeting, you can say, “That sounds like a perfect point to discuss at the forum.” Then you can move along without it seeming like you’re trying to shut anyone up.
Unofficial Team Rep
Your perception of your team’s most frequent speakers might not be the same as their colleagues’ perceptions. You may think that the rest of the team is rolling their eyes and waiting for them to stop talking, but they may actually be internally fist-pumping about the fact that someone had the courage to speak up.
In the various (and varied) professional teams I’ve been a part of, people tend to rely on the loudmouths; they depend on them to address awkward topics or bring up criticisms that everyone else is too nervous to express. They may be the only ones in the room who are willing to “take one for the team” in order to get an issue out on the table.
Of course, this isn’t always true. However, you should consider the possibility that these people represent the unspoken thoughts of others. When an issue is brought up, ask yourself, “Is it possible that anyone else here agrees?” If so, ask the question aloud and show your team that you consider it a valid concern. You’ll find that once you invite others to comment, it may open the floodgates, and you could learn very valuable information in the process.
Using their Strengths
Expressive employees are your best secret weapon. They are natural leaders and passionate about improvement. So, enlist their help. Put them in charge of committees, seek their advice, and use their insights to make your company better.
You will probably find that they start becoming less of a loudmouth as you treat them differently. After all, the best way to make someone stop pushing so hard is to remove the force of resistance.
While opinionated and confident employees’ methods can sometimes be problematic, their intentions are often good. Once you establish that they aren’t just trying to get attention or show off, find ways to give them the time and space to express themselves. More importantly, find ways for them to offer solutions to the problems that they may be so quick to point out.
– Rod Miller is the Head of New Program Development of Corporate Award Source, an online supplier of custom awards for companies and associations of all sizes. They design and manufacture emblem jewelry, service awards, rings, plaques, gifts and custom awards. For more information, visit Corporate Awards or find them on Google+.
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Photo: Schreeuwen / Schreeuw / Shouting / Shout by Sebastiaan ter Burg
My experience is that those “loudmouths” that phrase issues in terms of “we” and “us” not “you”, are speaking out of genuine concern and passion for their job and employer. There is a difference between these folks and those that just complain and don’t contribute.
Pay particular attention to those loudmouths that offer possible solutions or show a desire to work with others towards those solutions. These are not just gripers.
I agree with Peter – “we” and “us” are key.
Most companies handle the loud ones this way: YOU’RE FIRED!
I agree with your arguments shared in this post. I think it is important that all voices are heard – both those who are “loud” and those who are quiet.
After being a part of several teams over the years, I have come to realize that teams are inherently dysfunctional. We judge one another unfairly, we do not understand one another, and we avoid conflict by behavior and habit.
The only way to “fix” this dysfunction is to acknowledge it, embrace it, and use what makes people different to the team’s advantage. Creating team norms to ensure all voices are heard is important.
I would recommend two things to all teams.
1. Take a behavioral assessment and share the results with your team members. This helps team members better understand themselves and one another. This is powerful.
2. Read The Five Dysfunctions of a Team by Patrick Lencioni. This book is simply amazing in terms of the awakening and process it shares.
Keep rockin’!
Chris
Oh good grief. Am I a “loudmouth” then?
Actually yes – in Asia especially, you will rarely get challenge and questioning of leaders. I’m an aberration – God knows why. One reason could be that I’m already financially secure, employable and have no dependents, so I can take risks my colleagues may not feel they can (whether they’re real risks or perceived, it doesn’t matter). The other is perhaps a suicidal streak. :)
I never thought about how big a deal this was to do, until one day a colleague (who is now a good friend), also Asian (Filipino; I’m Malaysian), confided that there was the one time a few *years* ago when – in a meeting – I unpicked an idea that was being pushed and our then boss deadpanned, ‘that was my idea’. And I didn’t flinch. My colleague told me that until that point it never occurred to her that it was ok – and that it could be safe – to criticise a boss’ idea. Essentially what she saw that was so paradigm-shifting was that someone like her basically openly dismantling a superior’s idea, and nothing happened to me. That was profound, because it never occurred to me that it shouldn’t be ok, although of course I knew that sometimes there were career risks depending on the organisation and the boss.
So bear in mind that if you get unanimous subordinate support in Asia, that doesn’t necessarily mean your idea really is the most brilliant thing they have ever heard.
(caveat: I was lucky that she’s a good boss and actually appreciated me breaking her flowchart and showing how the weak points could be fixed).