教你如何克服會(huì)議發(fā)言怯場(chǎng)的心理障礙

There are many reasons someone might be hesitant to speak up in meetings — fear of public speaking, being afraid of rejection or even worrying about the ramifications of disagreeing with your boss.

一個(gè)人如果在會(huì)議發(fā)言時(shí)表現(xiàn)得猶豫不決，通常都有多個(gè)原因——害怕公開(kāi)演講，害怕被否定，甚至擔(dān)心因老板的不同意而產(chǎn)生分歧。

These are real challenges that shouldn’t be dismissed offhand. However, it’s a mistake to view them as obstacles you can’t overcome, because sharing your ideas is a critical component to advancement.

這些都是真實(shí)存在的挑戰(zhàn)，都不應(yīng)被人隨意拋之腦后。然而，如果你把它們視為無(wú)法克服的障礙，那就是一個(gè)錯(cuò)誤了，因?yàn)榉窒碛^點(diǎn)是個(gè)人的事業(yè)發(fā)展一個(gè)至關(guān)重要的組成部分。

Consider how much emphasis is placed on personal branding and visibility when you’re looking for a job. You update your social profiles, you get yourself out there and network, and maybe you even set up a personal website or begin routinely posting your thoughts on LinkedIn. You go out of your way to demonstrate that you’re someone who’ll bring a unique perspective to the company.

試想象，在求職的過(guò)程中，你對(duì)個(gè)人品牌與曝光度的在意程度有多大。你不斷更新自己的社交聯(lián)系簿，你常在外奔跑與他人建立聯(lián)系，甚至你可能還創(chuàng)建了個(gè)人網(wǎng)頁(yè)或開(kāi)始定期在商務(wù)人際關(guān)系網(wǎng)上更新自己的想法。你花了這么多力氣只是為了證明自己就是那個(gè)能給公司帶來(lái)獨(dú)特觀點(diǎn)的人。

But once you’re gainfully employed, you go along to get along, thinking your boss will appreciate your agreeability. But the employees who stand out to managers are the ones who share what they’re thinking so their boss knows what they’re truly capable of.

但當(dāng)你富有成效地找到了工作，你便習(xí)慣與他人搞好關(guān)系，幻想著老板總會(huì)欣賞你的世故。但能夠在主管面前站出來(lái)說(shuō)話的那個(gè)人，能夠說(shuō)出自己的真實(shí)所想，老板才能了解這個(gè)員工的真實(shí)能耐。

So, with that in mind, here are two common reasons people don’t speak up at work (and how to overcome them):

所以正因這個(gè)想法，下面這兩個(gè)便是人們?yōu)楹尾桓以诼殘?chǎng)環(huán)境中大膽發(fā)言的原因(以及解決這些問(wèn)題的方法)：

1.You’re worried you won’t be as well liked

1.你很擔(dān)心自己不再像從前那么討人喜歡。

As Glenn Llopis points out in an article for Forbes, “In today’s workplace, more people are keeping quiet and are just going with the flow — thinking that this is the best way to advance, get noticed and / or win the political gaming that takes place at work…” In other words, no one wants to gain any of the negative reputations that can come along with talking too much.

正如Glenn Llopis在Forbes網(wǎng)站上的一篇文章指出：“在當(dāng)今的職場(chǎng)，越來(lái)越多人傾向沉默是金，隨波逐流——也許認(rèn)為這是最好的晉升或被他人留意的方法，以及可能在職場(chǎng)的政治游戲中立于不敗之地…”換而言之，沒(méi)有人希望由于過(guò)多發(fā)言而獲得負(fù)面的名聲。

You’re worried that if you routinely pipe up with suggestions or feedback, your colleagues will think you’re undercutting them, or that you’ll be perceived as someone who simply loves the sound of his or her own voice.

你很擔(dān)心，如果你習(xí)慣提出自己的建議或反饋，你的同事就會(huì)認(rèn)為你在給他們?cè)斐赏{，或者給別人留下一個(gè)自戀自己聲音的印象。

Keep in mind that you don’t have to exist in extremes.

請(qǐng)記住，你不必把自己陷于極端環(huán)境之中。

First, it’s good that you care about team dynamics. (The person who doesn’t give a second thought to eclipsing his colleagues isn’t only unlikable, but he’s also less likely to advance because he’s steamrolling others.) However, keep in mind that you don’t have to exist in extremes. It’s not as though your only options are to dominate a meeting or say nothing at all. In fact, the most impressive employees fall somewhere in between the two — speaking neither the most, nor the least — but contributing at least one thoughtful, actionable idea.

首先，你關(guān)心團(tuán)隊(duì)的動(dòng)態(tài)是一件好事。(沒(méi)有考慮過(guò)取代同事的員工不僅不受老板喜愛(ài)，而且更難獲得晉升的機(jī)會(huì)，因?yàn)樗诮o別人造成壓力。)然而，請(qǐng)記住，你并不生存于極端的環(huán)境之中。你能做的不是要么控制會(huì)議全場(chǎng)要么沉默不語(yǔ)。實(shí)際上，最令人印象深刻的員工懂得在兩者之間找到折衷點(diǎn)——既不滔滔不絕，也不惜字如金，但至少提供一個(gè)有參考價(jià)值，有行動(dòng)意義的想法。

Second, remember that silence isn’t the best way to show support: It’s much more valuable to be engaged. Have you ever opened a meeting with a brief presentation, asked if there were any questions and heard…nothing? Even if your idea is a course-correction or suggesting an alternate route, sharing that feedback with your colleague now could save valuable time and resources.

其次，請(qǐng)記住，沉默不是表達(dá)支持的最佳方式：參與其中更有意義。你可曾試過(guò)以簡(jiǎn)短的展示作為會(huì)議的開(kāi)場(chǎng)，然后提問(wèn)大家是否有任何疑問(wèn)，然后得到的答復(fù)是……零?盡管你的想法能矯正方向或提供多個(gè)可選方案，但是如果能與同事共享反饋也許能節(jié)省不少寶貴的時(shí)間和資源。

2.You’re worried your ideas won’t be seen as good enough

2.你很擔(dān)心提出的觀點(diǎn)不夠好

Unlike the person who is staying quiet for fear of overdoing it, you're concerned your input might not be valuable enough. Maybe you’re the youngest person on the team or perhaps you think that if an idea was that good, someone else would have said it already. Regardless, you dread speaking up and saying something that isn’t really adding anything to the discussion.

與那些由于懼怕多做了而保持沉默的員工不同，你擔(dān)心的是自己的觀點(diǎn)也許不太可行?？赡苣闶菆F(tuán)隊(duì)里最年輕的同事，或者你認(rèn)為如果這個(gè)觀點(diǎn)真的那么好，其他人早就把它提出來(lái)了。無(wú)論如何，你害怕發(fā)言，害怕說(shuō)一些不會(huì)給這次討論有任何實(shí)質(zhì)性幫助的觀點(diǎn)。

If you’re not yet comfortable sharing your ideas, start by asking questions.

如果你還不能輕松地表達(dá)自己的想法，那就先從提問(wèn)開(kāi)始吧。

Much like people who aren’t natural networkers and benefit from conversation starters, come prepared with questions they can ask. Inc. contributor Jayson Demers compiled a list of seven questions including, “What are the action items?” and “What do you think?” The first question is great when you agree with everything that’s been said and are interested in learning more about what’s next; and the second is helpful when you’re working on saying something, but in the meantime, would be more comfortable building off of someone else’s idea.

正如那些并非天生就是社交達(dá)人或從交談獲益的新手，在會(huì)議前先多準(zhǔn)備一些問(wèn)題吧。Inc.網(wǎng)站的博客貢獻(xiàn)者Jayson Demers編撰了7個(gè)問(wèn)題組，包括“活動(dòng)項(xiàng)目有哪些?”“你的想法是什么?”當(dāng)你同意對(duì)方提出的所有點(diǎn)子并且希望接下來(lái)了解更多詳細(xì)信息，你就可以提第一個(gè)問(wèn)題了;而第二個(gè)問(wèn)題，當(dāng)你正在想著該說(shuō)些什么時(shí)可以用上這個(gè)問(wèn)題。與此同時(shí)，你從他人的想法中衍生新的想法時(shí)，提出這個(gè)問(wèn)題能讓你感到更自在。

Another option is to wait a couple of beats and fully think through your contribution before speaking up. Rather than share something that’s half-baked, take a moment to fully articulate your thought in your head. If you realize when you’re ready to chime in that the conversation has moved on, you still have two options: make a note of your idea (and share it over email or after the meeting, if relevant), or you can say, “I’d like to move back to an earlier point...”

另外一個(gè)方法就是等一會(huì)兒，徹底思考你準(zhǔn)備貢獻(xiàn)的想法再發(fā)言。與其提出一些“半成品”想法，倒不如花點(diǎn)時(shí)間好好組織你所表達(dá)的觀點(diǎn)。如果你發(fā)現(xiàn)，當(dāng)你已經(jīng)準(zhǔn)備好發(fā)言了，但會(huì)議已經(jīng)轉(zhuǎn)移到下一議題了，你還有兩個(gè)方法：記下自己的想法(并在會(huì)議后與其他同事分享，如果這是相關(guān)的)，或者你可以說(shuō)：“我希望再談?wù)剟偛诺哪且粋€(gè)議題。”

Not every idea you have will be a hit, but that’s okay. The only way you’re going to make contributions that make a difference is to speak up in the first place. So, look at speaking in meetings as a skill you’d like to improve and start piping up.

你所表達(dá)的想法不一定每一個(gè)都受大家歡迎，這也是沒(méi)關(guān)系的。唯一表達(dá)自己的貢獻(xiàn)的方法首先就是敢于發(fā)言。所以，在會(huì)議里發(fā)言可以作為一項(xiàng)有待提升并開(kāi)始著手的技能。