1. Making Your Voice Heard in Meetings and Beyond Dr. Jakob Edler Professor of Innovation Policy and Strategy Executive Director Manchester Institute of Innovation Research, Manchester Business School

2. Why do we want to be heard? You want to influence the intellectual or organisational agenda You want to pursue your interest You want to make an impression (network, profile) Self respect, confidence, virtuous circle You want to influence the intellectual or organisational agenda You want to pursue your interest You want to make an impression (network, profile) Self respect, confidence, virtuous circle

3. Four common observations…  Why is it always him talking? Besides, it makes no sense.  Exactly, what she says is what it is about, and it is credible  I had the same thought 10 minutes ago  He is making a fool of himself  Why is it always him talking? Besides, it makes no sense.  Exactly, what she says is what it is about, and it is credible  I had the same thought 10 minutes ago  He is making a fool of himself...and four simple rules

4. Rule 1: One does not talk, if one does not have anything to say “Why is he always talking. Besides, it is nonsense”  Not getting heard is better than  talking for its own sake,  selling your hobby horses no matter what  being a nuisance.  Not having talked is not a defeat “Why is he always talking. Besides, it is nonsense”  Not getting heard is better than  talking for its own sake,  selling your hobby horses no matter what  being a nuisance.  Not having talked is not a defeat

5. Rule 2: Not getting your voice heard, but your point across “Exactly, that is what it is about, and it is credible”  Less is more. Keep contributions short!  Be clear about your main point(s)  Connect to what had been said  Be clear if you complement or diverge  Make your main point early on  Enumeration yes, but not more than 3 (better 2)  Express what follows from what you said “Exactly, that is what it is about, and it is credible”  Less is more. Keep contributions short!  Be clear about your main point(s)  Connect to what had been said  Be clear if you complement or diverge  Make your main point early on  Enumeration yes, but not more than 3 (better 2)  Express what follows from what you said

6. Rule 3: Confidence – get the balance right

7. “I had the same thought 10 minutes ago”  Right timing: if a thought comes instantly and is strong, it might be good  Signal where you come from (others contextualise)  Signal why your argument is grounded  Do not be apologetic all the time “I had the same thought 10 minutes ago”  Right timing: if a thought comes instantly and is strong, it might be good  Signal where you come from (others contextualise)  Signal why your argument is grounded  Do not be apologetic all the time

8. Rule 4: Context and expectations matter  Understand and respect cultural and contextual conventions (a German in England!) Understand the rules of the game …and expectations as to your role in meeting  Understand and respect cultural and contextual conventions (a German in England!) Understand the rules of the game …and expectations as to your role in meeting “He is making a fool of himself”

9. Rule 4 :Context and purpose make a difference Management meeting with decision taking – Clear roles of participants, formal hierarchies – Very interest driven, two layers  Sharp, short, evidence based, well reasoned, prepared  Relating to broader purpose Academic Brainstorm, familiar project group – Academic creativity, informal hierarchies  Daring, making connections, trust to be crazy  Connecting ideas with long term opportunities External high level expert group, first meeting – Official and hidden agendas, formal and informal hierarchies  Clarify your role and your USP contribution early on  relating it to overall purpose Management meeting with decision taking – Clear roles of participants, formal hierarchies – Very interest driven, two layers  Sharp, short, evidence based, well reasoned, prepared  Relating to broader purpose Academic Brainstorm, familiar project group – Academic creativity, informal hierarchies  Daring, making connections, trust to be crazy  Connecting ideas with long term opportunities External high level expert group, first meeting – Official and hidden agendas, formal and informal hierarchies  Clarify your role and your USP contribution early on  relating it to overall purpose

10. Finally: Behavioural common sense helps  The “country village church rule” backfires  But the corner rule and warm up chat apply  And remember: it is all personal  The “country village church rule” backfires  But the corner rule and warm up chat apply  And remember: it is all personal

11. Summary: main take away The aim: – Getting your point across – being listened to next time – not getting your voice heard Less is more Assertive, connecting with what has been said Be prepared Break down complex argument in junks, and guide the listener Be confident and clarify context Understand (hidden) agenda and power plays Connect with others, prior/during/after meeting Talk loud, clear and smile The aim: – Getting your point across – being listened to next time – not getting your voice heard Less is more Assertive, connecting with what has been said Be prepared Break down complex argument in junks, and guide the listener Be confident and clarify context Understand (hidden) agenda and power plays Connect with others, prior/during/after meeting Talk loud, clear and smile