Staff meetings
A story about re-labeling behavior - Sam always hated meetings at work, not because she didn’t like talking or that she felt self conscious, it was because (in her eyes at least) everybody at the meeting were a lot more intelligent than she was. Sure they worked in different departments, and they were bought into the company to do different jobs, but Sam just believed them all to be slightly superior to her, more capable and this always made Sam feel uneasy when at staff meetings.
You see everybody was supposed to talk at staff meetings, they were open discussions and everyone present was expected to participate. Most people did participate all except one, Sam.
One particular meeting was all about new strategies and ideas that they could implement on their current project which was currently behind schedule. It was a typical meeting, lots of brainstorming of ideas and as was common some well thought out strategies were being put forward. As usual Sam played the part of the careful observer, listening intently to what others had to say but not putting any ideas of her own across.
Nobody ever said anything to Sam, but she always felt uncomfortable and it was this feeling of discomfort which would really get under her skin. She would often think about it for hours after the meeting had finished. In her mind everybody else was more intelligent than she was. Their discussions proved that, as clear well thought out comments were always present in every meeting.
In Sam’s eyes it was because her colleagues produced clear concise ideas at the meetings that made them more intelligent than she was. This was what she thought anyway.
Sam thought about this for a while, she started to wonder what other ways she could look at their behavior? Was it true that because they spoke clearly at each meeting it meant that they were more intelligent than everybody else? Maybe it was because they had never been afraid to speak out that their ideas always seemed so clear and well thought out.
Could it be that they had been exposed to meetings more than Sam and so found it easier to articulate their ideas? What about if they were taken out of the meeting? Sam knew she performed just as well as her colleagues outside of the meeting room, it was just in the meetings where she failed to perform.
Did it really mean that because someone spoke up in a meeting they were more intelligent than those who remained quiet? Sam started to think that this was absurd, and rightly so, she started to come up with alternative conclusions for the behavior that her colleagues displayed in the meetings.
- They had more practice
- They weren’t afraid to speak their mind
- They were used to it
- They had done it many times before
- They didn’t worry what others thought
Sam thought about these new ways of labeling their behavior, rather than say they were more intelligent it made more sense to attribute it to more experience.
And so armed with this new way of thinking about her colleagues behavior Sam started to formulate her own plan for contributing more in meetings, she now knew it wasn’t down to intelligence but rather lack of experience, so little by little, speaking more in each meeting Sam began to involve herself in staff meetings more and more, and was soon not only putting forward her own ideas but also having them adhered to in the weeks that followed.
Sam felt great and no longer felt inferior or worried when a staff meeting was called.








Recent Comments