All too often, leaders seek to build support for an idea by talking—a lot. They go on and on about why the decision is a good one, detailing its benefits, the reasons others should support it, and the path forward. There’s passion and excitement behind the talk, and the leader lets it show through in the form of focused enthusiasm. At best, the leader is pegged as long-winded, overbearing, and insecure. At worst, the decision doesn’t get made because no one buys in, or it’s pushed through despite active resistance that will almost certainly derail implementation.

Here’s a more effective way to make decisions and get people to support their implementation: Be quiet.

Know your destination
Heading into your meeting, be clear about the desired outcome. Are you there to secure overarching support for your recommendation? Or are you simply looking to sell a few key stakeholders? Are you seeking approval for a pilot? A full rollout? By being explicit about the meeting’s objectives, you’ll increase the likelihood of achieving them.

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