Voices and Views: June
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Most of us have colleagues and friends who leave us exhausted after conversations. According to a recent story in Fast Company, humans communicate to survive. But point blank: Some people talk too much.
The story outlines three reasons some people are extra chatty, one of which is people want to teach others rather than influence. It’s true some of the best learning comes from peers, but sometimes, people want others to share their views, writes Annett Grant.
“You view your role as a teacher, mentor or coach, and you believe that the way to get your listeners to agree with you is to tell them everything you know,” she says.
If that’s the case, Grant suggests people put themselves in the mindset of an influencer, where they show why their point is relevant.
Contrary to what most of us think, introverts might be better networkers than extroverts.
A study from the University of Pennsylvania found introverts don’t hate people. Instead, they prefer relationships in which there is more than one reason for connecting.
“The series of small chit-chat conversations that are so common at networking events might, for an introvert, be draining,” writes David Burkus in Quartz. “Instead, introverts crave deep and meaningful conversations. And this preference can actually be an advantage when it comes to networking.”
Researchers have also found having more multiplex relationships (where there are multiple contexts for connection) increase employees’ performance.
Understandably, businesses are actively recruiting millennials. But they should be concerned about older employees leaving, as well.
Bruce Tulgan, author and founder of management training company RainmakerThinking, said this week during an Argentum Senior Living Executive Conference that while employers are engaged in succession planning, most aren’t thinking about the concepts of wisdom transfer or flexible retention.
“One of the most valuable assets in any organization with older, more experienced people is the accumulated wisdom of experience,” Tulgan said. “Knowledge transfer is not enough. The human element is critical to wisdom transfer.”
Flexible retention allows companies to use employees on a part-time basis, placing them in a “reserve army.”
In addition, it can help with employees and potential employees on the other end of the age spectrum, he said.