When I was in 2nd grade, I was stuck in a corner for participating too much. This character flaw has followed me all my life. My ex told me people didn’t like me because I shared my thoughts too much, and I just got feedback from my boss about the same thing.

The thing is, I’ve tried to stop my whole life. I only participate maybe 10% of the time, and I generally try to let others speak first unless no one is speaking up. But I’m still getting this feedback. I’m like a bull in a china shop, knocking down everyone no matter how careful I try to be.

The only solution I can come up with is to assume no one wants to hear from me and disengage. Stop caring, stop thinking, and stop participating altogether. I already feel isolated from everyone. This is just making it worse. I think I have to face the fact that I’m not welcome in any degree.

Any other ideas?

  • TheActualDevil@sffa.community
    5·
    1 year ago

    So, I find myself doing something similar at smaller meetings at work as well, when it’s just my immediate team. But I wonder if there’s some context that may make your situation different. On our team, I’ve gained a reputation for being a data goblin and supplying that data to many departments that help them focus and make decisions on changes or solving problems. With that, I’ve been able to cultivate a reputation for being very knowledgeable about the business being able to see past the fluff and cutting straight to the real issue that needs to be solved, like you talk about for yourself, so when I speak about these things, I’m taken seriously. And probably more importantly, I also always offer a potential solution, even if it’s not implemented (No one likes the guy who just brings problems but never solutions). Most importantly though, I only do this in meetings with my immediate small team. When other departments come in, they have their own ways of communication and I don’t make assumptions that my way is acceptable for them.

    In summary, some things to take into account:

    • Is this a meeting where your input is warranted? Would the group maybe see the problem as out of your lane? Are there people more qualified to talk about the problem already talking?
    • Do they have a reason to think you “putting it in a perspective” is not your place to do? Are there higher-ups here who’s job you’re usurping?
    • Are you bringing anything to the problem other than reframing it? Are you bringing solutions? -Tone is important. Does it sound like you think you’re in charge of the meeting and it’s your job to keep them on track when it’s not? (Verbal inflection can go a long way to convince people you’re working with them to solve it, not telling them how to solve it).
    • Finally, and this one may be tough, are you sure you’re doing a good job of putting it in perspective? I’ve worked with people who don’t contribute to solving anything and seems to only pipe up in meetings to restate the problem as if that’s a contribution and then shut the hell up while everyone else works as a team to come up with solutions. Everyone sees their interjection as a waste that gets us off-track. Even if they think they’re helping, we usually already have that context in our heads and it was unnecessary.

    None of this may apply to you, and maybe you’re actually surrounded by people that genuinely need you to help get the conversation focused. But I’ve seen people (and myself) make these missteps. And I agree with the poster who mentioned ADHD. I have it and have been over-talking people my whole life until it was pointed out to me and I got better about checking myself, while still contributing. You have to learn to read a room and know instinctively when and how your contributions are welcome.

    But you need to make it clear in how you phrase things that you “highly value other people’s input.” I have phrases I use over and over that seem to help.

    “I really like what Jane was saying there about the Bobbles. It got me thinking about how the doo-dad’s flipperdoodle can cause this issue. I wonder if there’s a way we can head this off? Maybe cut out the whats-it protocol? Tom, you’ve been looking at the flipperdoodle process lately, do you think that’s a possibility or if there’s something else we could do to streamline it?”

    But again, this really only works if you’re in a group where that’s how equals talk to each other like that. If there’s a superior in the meeting who knows about the Bobble department, that’s probably their responsibility. You’ve got to make it sound like you’re working with the team to solve it, not sitting above them and keeping them on-track like you know better. Try listening to how other’s phrase things and try to imitate it, tone as well, not just saying the words. I did not come up working in offices so I’ve had to adapt to the environment, and that’s what I did.