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Making Your Words Count   169




            Guideline 9: Decide if You Want to Be Direct and Forthright or
            Indirect and Subtle

            The decision to be forthright or subtle depends on whom you are
            speaking with and what you want to achieve. Too much of one style
            and your listeners can feel as though they were hit by a bulldozer; too
            much of the other and they’re not sure at all what you were trying
            to tell them. Finding the right balance can be difficult, especially if
            one or the other approach comes more naturally for you.
                If you are exceedingly subtle and discreet all the time, and just feel
            it’s too aggressive or pushy to ever be direct, it can limit your ability to
            demonstrate your leadership by making things happen or by making
            your wants, needs, or opinions clear. On the other hand, if you are
            always entirely blunt, you can come across as insensitive or boorish or
            you can discourage people from engaging you in dialogue—also not a
            good way to show that you’re leadership material.
                Anne Altman, managing director, U.S. Federal, IBM Corpora-
            tion, has often seen managers end meetings without giving their
            teams clear directives out of a need to be polite. “We fall short in not
            being more direct or straightforward,” she says. For example, a man-
            ager might ask, would you consider doing this? Whereas, if they
            know it’s what they want, it’s okay to be polite but clearer: I recom-
            mend the following and I need your help in getting it done.
                It’s possible to be nice without being unnecessarily deferential.
            Anne observes, “We sometimes use self-deprecating or disempower-
            ing disclaimers before we speak. This approach weakens our credi-
            bility.” If you have a habit of suppressing what you really want to say
            or you find it hard to step up and provide direction in meetings for
            the sake of not ruffling feathers, you have a good chance of losing
            your authority and credibility. It is important to know how to be
            both forthright and subtle, and to know which one is warranted by
            the dynamics of a situation. Following are some helpful tips on being
            both direct and subtle.
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