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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today I want to look at how to lead a teleconference.

Leading a meeting is rarely easy. You’ve got to manage time, an agenda, and – most importantly – a diverse group of people. Now, what about if the meeting happens by phone, with each person or small group calling in from a different location? Nobody can see each other, and there may be a variety of distractions that you, as the leader, can’t shut out simply by closing the door. Sure, teleconferencing is a marvel of modern technology, but it can be challenging.

If you’re leading a teleconference, the usual advice about facilitating meetings becomes all the more important. That includes having a clear agenda and starting on time, which is sometimes difficult because of an added layer of technical complexity. So well before the meeting, make sure everyone has the correct call-in instructions and that everyone knows what time the meeting starts in their local time. Then sign in early so you can deal with any technical problems as people join.

And what should you do as people join? As the leader, you need to welcome them, by saying things like: “Oh hi Dave. Glad you could make it,” and “Welcome Janet from Miami.” Take the time right at the beginning of the meeting to introduce everyone, or have everyone introduce themselves, saying their name and where they’re calling in from. Remember, people can’t see each other, so they only have voices to go on. Doing a roll call at the beginning let’s people associate names with voices.

Now, during the meeting, your job is similar to that of a traffic controller. You need to help the discussion flow around each point on the agenda and lead the group to destinations, or decisions. A free-flowing discussion is somewhat easier in-person, when everyone can see each other and signal that they want to say something.

But on a teleconference, this is more difficult. You might want to try more formal turn-taking – or “go around the circle” - at certain points because it’s more orderly. For example, you could say: “Okay I’d like to hear what everyone has to say on the CFO’s announcement. Let’s hear from Susan first, then Sam, then Nick and finally Brenda.”

If you do let the discussion flow, you may have to encourage participation from everyone. It’s pretty easy on a conference call, especially with lots of people, to hide in the background. Feel free to call on people by name, like “Tanis, do you have any thoughts on this?” As you manage the discussion, you may also need to help people understand. For example, you might say “Just so everyone’s clear, Tanis just said…”

Managing the flow also means responding when people want to cut in or cut people off, like this: “Okay Roger, if you can just wait a sec and let Tanis finish please.” Or if two people begin talking at the same time, you might have to say something like “Okay, let’s have Wendy first, then Frank.”

The whole point of this traffic control is to instill order and improve understanding. But how do you know if people understand? You don’t have frowns and furrowed brows to tell you that people are lost. So conduct regular check-ins, like this: “Okay, is everyone clear on this so far? Any questions?

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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today I want to look at how to participate in a teleconference.

With modern technology, you don’t have to be in the same room to have a meeting with other people. Teleconferencing tools allow us to connect by phone, VOIP, or video from across the country, or around the world. You can even join a meeting from home, your car or on plane at 30,000 feet in the air. Sure, it’s amazing, but teleconferencing brings special challenges, and we have to be mindful of things that real-life meetings don’t require.

For starters, you need to take steps to ensure clear and clean sound. You’ve probably been on a teleconference before and become annoyed by the sound of someone typing away at their keyboard. Or you’ve heard someone’s music or the clanking of cups and plates in a busy coffee shop. It’s not just irritating; it makes it difficult to hear people. So minimize this kind of background noise. Find a quiet place and use your mute button wisely. And try to avoid distractions. Some people think a teleconference is a good chance to get other work done, or check Facebook, but there’s nothing worse than getting asked a question when you weren’t really paying attention.

Now, there are several other ways that you can be a good teleconferencer. One of the keys is giving good verbal clues to other participants, because they don’t have any visual clues to go on. When you join the call, announce that you’ve arrived and let everyone know who you are. For example, a simple “Hello, it’s Dave here” should suffice if it’s an internal call. And if you join in the middle of the call, wait for a good time to introduce yourself rather than jumping in right away.

Besides introducing yourself at the beginning, you can say your name when you start speaking about something, like “Dave here. And I’d just like to add that we did even better than our original forecasts.” In fact, that example shows another handy technique that we might call “signposting.” Basically, signposting is when we announce what we’re about to do. It could be “I just want to add something,” or “I have a question,” or “I’d like to make a comment about that.” This helps manage the flow of discussion and makes it easier for people to follow you.

Sometimes the discussion gets chaotic. For example, it often happens that two people begin talking at the same time. In this case, it’s polite to let the other person go first, with a simple “please, go ahead” or “after you.” And being a polite and active participant also means demonstrating active listening techniques. In person, you can see someone nod or smile. But on a teleconference, you don’t have that kind of visual feedback, so you need to throw in a few “yeahs” and “rights” and “mm-hms” to show that you’re engaged, or that you’re even still there.

Of course, there are times when you might need to duck out mid-call. In that case, it’s best to just let everyone know, and to briefly announce when you’re back. You don’t want people asking you questions and getting dead air in response.

Now, sometimes it happens that you’ve got several people in a room crowded around one phone hub. It’s usually pretty obvious, because you get a lot of background chit chat.

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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today I want to look at some more ways of dealing with criticism.

Unless you’re perfect, you have room to improve. That doesn’t sound like a difficult idea to accept, but what is difficult is when other people point it out to us. They might tell us that we’ve done something wrong, or done something poorly, or shouldn’t have done something at all. Some people might tell us in a polite and professional manner, just as a wise and diplomatic boss might. But others might just sound harsh or rude. So, what should we do in the face of criticism?

Well, today I want to focus on validity. That is, on whether the criticism is valid, justified, or reasonable. If it is, then we should treat it as helpful and constructive. And if it’s not, then we might need a different approach.

All right, but first how do we know if criticism is valid or not? How do we know it is correct and reasonable? Well, sometimes you know it’s valid if you’ve heard it before. So, the first time you hear that you don’t sound polite enough on the phone, you might just think it’s one person’s opinion. But if you hear it numerous times, then you’d better watch your language.

Also, valid criticism is often tied to specifics. That is, the person says exactly what is wrong, not just generally that something is wrong. So, “you work too slowly” is questionable. But “you need to pick up the pace because you’ve delivered the past three reports late” is specific.

Of course, as I mentioned in the last lesson, you can ask questions to encourage the person criticizing you to be more specific. And that will help you figure out if the criticism is valid.

But sometimes criticism isn’t valid. Sometimes it’s unfair. Sometimes it’s a grumpy colleague who thinks he will look better if you look bad. That kind of criticism is sometimes delivered emotionally, rather than calmly and reasonably. Sometimes invalid criticism lacks specifics. And sometimes it just comes naturally from people who don’t play well with others.

Again, asking questions can help you figure it out. If the person can’t give you specifics, then maybe the criticism isn’t so valid after all. And if you’re really not sure, you can always try asking for a second opinion. So when Mike tells you that you’re a terrible negotiator, go ask Larry whether it’s true or not.

So why think about whether criticism is valid? Well, first of all because valid criticism is an opportunity to improve. We all need good feedback to learn how we can change or adapt what we do in order to get better. Don’t be afraid of that feedback. Embrace it. It will help you grow.

In other words, you need to learn to say “you’re right,” even when it hurts. In fact, sometimes we get most upset when someone criticizes us for something that we know is perfectly true and that we already feel bad about! But if the criticism is valid, then take it. And if that means you need to swallow your pride, then swallow it.

In some cases, criticism isn’t completely valid, but only partly. Surely you know someone who adds “never” or “always” to every piece of criticism? As in, “you never pick up your stuff in the staff room” or “you always change my settings when you use my computer.” Well, you should still acknowledge the valid part, even if it’s not completely true or it’s exaggerated. So you might say, “well, it’s true that I changed some settings last week, and for that I’m sorry.

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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today I want to look at ways to deal with criticism.

Criticism is something we all have to face. During a performance review, we have to listen as our boss criticizes our work. In meetings, people criticize our ideas. And every day we might hear people criticize us in the staff room and over the phone. We might also hear praise in these situations, but more often than not it’s the sting of criticism that lingers. And let’s face it: hearing people criticize our work, or criticize us, is never really easy.

So, how can we face criticism with the right attitude and approach? Well, start by thinking about the situation and the source. The situation might be formal, like your performance review or another evaluation process. Or it might be informal, like in the staff room.

In formal situations, it’s often a supervisor or superior who is criticizing; in informal situations, well, it could be anyone. It’s important to think of the situation and the source, because that might help determine whether the criticism is constructive or destructive.

Although some people use the word “criticism” to refer to unfair negative comments, a lot of criticism is actually constructive. I mean, it’s intended to help us do something better, to improve, to change in positive ways. Of course, there’s always destructive criticism, which has different motivations. Destructive criticism is sometimes personal, intended to hurt people rather than help people. You need to be able to handle both.

Now, we’ve talked about formal and informal situations and constructive and destructive criticism. You can probably see the difference here: constructive criticism in formal situations is just a part of working life! More than that, it’s necessary. And your job probably requires you to deliver this type of criticism too. So you should look at this criticism as an opportunity – as hard as that might be to do.

Okay, but what about destructive criticism, especially in informal situations? I mean, what do you do when Dave your snarky colleague says “Geez, you really messed up that presentation, didn’t you?” Well, your attitude and approach shouldn’t actually be too different, even though you want to tell Dave exactly what you think of him.

You see, the best thing to do first, no matter what the situation, is to ask a question. If your boss says you need to take more initiative, you can ask “can you give me an example of a situation where I should have taken more initiative?” And if Dave tells you you’re terrible with PowerPoint, you can ask, “what do you think I need to do better, Dave?” By asking questions, you show that you take constructive criticism seriously, and you can challenge destructive criticism. Either way, you are maintaining a professional attitude.

The alternative to maintaining a professional attitude is getting defensive, angry, or resentful. In other words, responding emotionally. Nothing good will come of that type of reaction, regardless of the situation. In fact, studies have shown a connection between emotional responses to criticism and a lack of confidence or self-esteem. It’s true! If you get defensive, you show people that you’re fragile, and that’s not one of the qualities that leads to success.

Maintaining a professional attitude also means not sh...

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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today I want to look at more ways to take your English vocabulary to the next level.

So, you’ve found some great resources for studying English that suit your purpose. You’ve got a variety of listening and reading material chock full of great words and expressions that you want to learn to use. But how do you do it? How do you take those words and expressions and not only remember them but also make them an active part of your working vocabulary? Well, there are several things to keep in mind, and a few key techniques that you can use, as we’ll see today.

One really important idea is that words are used in groups. Sometimes we call them “chunks” or “collocations.” The basic idea is that we put words together in common patterns, and we should learn those patterns, not just individual words. Think of a simple sentence like “Dave is interested in golf.” Understanding what “interested” means is a piece of cake. But if you really want to make that a useful word, you need to pay attention to the fact that we say be interested in something. Take another example like the noun “profit.” It’s hard to use the word if you don’t know that we usually say make a profit or turn a profit.

The idea of groups of words is especially important when it comes to idioms and phrasal verbs, because together words can have a new meaning. So when we hear “give up”, we don’t think about giving or the idea of up, but the meaning they have together, which is “quit”. And don’t think about squares when you hear the expression “back to square one.” Together, those words mean “start again.”

Once you understand the importance of chunks of language, how can you sort out what those chunks mean? A good starting place is context. Look at how the words are used in the situation. From the situation, you can usually get clues to the meaning. Only after examining the context should you look at a definition. And if you really want to get a solid grasp on the meaning, you should look at more examples of the word or expression in a sentence. Good study materials should give you example sentences to learn from.

But it’s not enough just to notice vocabulary and chew over its meaning. You need to do something with it if you’re going to remember it and be able to use it. That starts with writing vocabulary down. Keep a record of good words and expressions that you come across. Write down the word, the context, and example sentences if you can. This is not just so that you have something to review. The act of writing the word and examples down will help you remember it later.

Okay, beyond writing down what you’ve learned, you need to put your new vocabulary to good use. The means trying to use the words you’ve learned in new sentences. You don’t need to write a masterpiece on business communication; you just need to practice putting that new word into a different context. And if you struggle, look back to where you found it or your example sentences. From that context, you should be able to see how the word or expression fits into a sentence. And again, practicing like this will really give you a leg up in recalling the words.

Okay, it seems like we’ve been dwelling on reading and writing, but let’s not forget listening. Learning words through listening is great if you want to actually apply them in conversation. We can learn how individual words sound, and how groups of words sound together. If you’re using listening materials that include a transcript, don’t lean on that transcript too soon.

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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today I want to look at ways to take your English vocabulary to the next level.

Many students of English have the feeling that they’ve learned pretty much all the grammar they need. Many also feel that they can understand fairly well and speak and write at an acceptable level. But these same people sometimes feel that they’re missing something, and that they say the same things in the same way all the time.

In fact, once you’ve reached an intermediate level, vocabulary becomes more important than ever. You need to add more and more words, idioms, and expressions to your stock of language so that you can take the next step up in proficiency. So how can you learn new words? What are the secrets of expanding your language ability?

First, let’s talk about materials, or what you use to learn English. You need to find good sources of English that will include words and expressions that will be useful to you. I strongly recommend you use both listening and reading materials. If you focus only on reading, as many students do, you won’t learn how language sounds and feels in your mouth. If you focus only on listening, you won’t know how it’s written.

So then what should you be listening to and reading? You want resources that are relevant to your purpose, both in terms of context and topic. Let me explain what I mean. If your purpose is to improve your conversation and presentations skills to do your job as a salesperson, then use resources that teach you conversational English and the language of presentations. That’s the correct match for the context of your English development. And if your work as a salesperson is in the hi-tech sector, then find resources that include vocabulary related to technology. That’s the correct match for the topic of your studies.

I don’t mean that you should limit yourself to only the kinds of language that you’ll meet every day. Variety is important too, and you need to read and listen to things that are interesting to you, not just practical. But there are only so many hours in a day, and if you’re like most people in business, you need to find what gives you the best bang for your buck.

Now, I’ve mentioned what kind of resources you should look for, and you’ll notice that I didn’t mention anything that is specifically about vocabulary. I mean like a vocabulary book, or word lists. That’s because it’s best to study vocabulary in context. You might have memorized words and definitions for language tests in high school or university. But did that really teach you how to use those words? Did you really understand the kinds of situations that those words can be used in? Probably not, so instead of memorizing lists, study vocabulary in its natural environment, and it’ll be easier to incorporate new words into your own speaking and writing.

So, you have found some good resources, and you understand the importance of context, but when you read and listen, which words and expressions should you be learning? How do you choose the vocabulary that you should study? Well, a lot of good study materials will identify the useful vocabulary for you. And they might give you definitions and examples. So with the context and this added info, you’ve got something to work with.

But if you’re trying to choose vocabulary on your own, you should focus on two ideas: relevance and frequency. Put another way: words that suit your purpose and words that are common. Words that suit your purpose are those that are related to your work and your English output.

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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today I want to continue our look at how you can improve your communication skills.

Communication between people is never perfect. Even with the people closest to us, who you might think we can understand very well, there is miscommunication. Sometimes we don’t hear things correctly, or we don’t hear them at all, and sometimes people don’t express ideas precisely. That’s enough to complicate the situation, but then we can throw in implied meaning and our own understanding of what’s being said indirectly. Add to that the challenges that arise when you’re working in your second, or third, or fourth language, and it might be surprising that we understand each other at all!

But have no fear. There are ways to work though the minefield of communication and make everything clear. And that’s exactly what we’ll look at today: clarifying what people have said. There are basically two reasons to clarify: first, when we don’t know what someone said because we didn’t hear them; and second, when we don’t know what someone meant because we didn’t understand them.

Let’s begin with clarifying what someone said. When you don’t hear someone, you can simply tell them, politely of course. Use diplomatic expressions like “Pardon me?” Or, “I’m sorry, but I didn’t catch that.” Or, “Would you mind repeating that please?” Avoid short and blunt questions like “What?” or “What did you say?” These questions seem rude to many people. And when in doubt, too formal is a better mistake than too informal.

Now, if you heard what someone said but you don’t know what it means, make sure they know that. If you use the expressions we just looked at for when you didn’t hear someone, they might just repeat what they said. But if you didn’t understand the first time, chances are you won’t understand the second time. So how do you make it clear that you haven’t understood?

Well, avoid just saying “I don’t understand.” That feels too blunt and direct. Instead, try, “I’m not sure I follow you.” Or, say a speaker uses the expression “contingency plan” and you don’t know what that means. You can say, “Could you explain what you mean by contingency plan?” Or, “What exactly do you mean by contingency plan?” These kinds of expressions let the speaker know that you haven’t understood, not just that you haven’t heard.

Okay, so in some cases you might think you understand, but you’re not sure. So you want to clarify by checking your understanding. The first thing you can do is paraphrase what someone has said and ask for confirmation that your interpretation is correct. Paraphrasing just means saying the same thing but in different words. And you can do this by acknowledging what someone has said, restating it, and confirming with a tag question.

Here’s an example: if someone says “we anticipate that the share price will continue to soar,” you might say “I see, so you’re saying the stock will remain high, right?” Or if someone says “our marketing strategy needs a complete overhaul,” you can say “okay, you mean we need to change our strategy, right?” If you’re correct, the speaker will let you know. And if you’re incorrect, he will explain. Notice that the tag question “right?” is a yes/no question. Yes/no questions make it easy for the speaker to confirm your understanding or provide further explanation if you misunderstood.

Another technique for clarifying what someone has s...

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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today I want to look at how you can improve your communication skills.

We spend a lot of time looking at different ways that you can make other people understand your ideas. But what about your ability to make sure you understand what other people are saying? Some people say that there’s a good reason we have two ears but one mouth: because we should spend twice as much time listening as we do speaking. And countless business leaders have emphasized the importance of good listening skills as the foundation of good communication.

Okay, but listening and understanding are not always easy. We’ve all found ourselves in situations – it could be a meeting, a presentation, an interview, or a negotiation - where we think “what did he just say?” or “what was that word?” Well, for starters, we need to accept that we might not understand everything. That’s not necessarily a problem. But what you do when you don’t understand something is what separates a good listener from a bad listener.

You see, it wouldn’t always be a good idea to stop a speaker and say “what was that word you just used?” Or “can you repeat that sentence?” If you didn’t catch something, well, get over it. And fast. You don’t have time to stop listening and think about what something means. And you don’t have time to translate either. You’ll get lost, and it will be difficult to get your head back into what you’re supposed to be listening to. Instead, you need to grab onto what you do understand, and then fill in what you don’t with logical guesses.

What you should be shooting for, first and foremost, is the gist of what’s being said. That means the main idea or underlying point that the speaker is trying to make. Details will support that main idea, and if you don’t catch them all it’s not the end of the world.

Okay, but how do we catch the gist? Well, one way is to focus on key words. Key words are the words that we understand that show the central message. They provide direct clues to the main idea. So if you hear someone say “blah blah new plan blah blah blah terrible idea blah blah blah can’t support blah blah blah”, then you have a good idea what the person is saying without understanding all the “blah blah.” If you focus on the “blah blah,” however, you might miss those important words that you do understand.

Another thing to remember is that people often repeat or explain their ideas further. If you don’t understand an idea right away, just be patient. The speaker might explain what she means, or give an example, or repeat the idea in different words. But if you get hung up on not understanding the first statement, you risk confusion. Here’s an example: say you’re listening to someone give a presentation on the latest sales figures, and he says “The last quarter was particularly disconcerting.”

Now, do you know what “particularly disconcerting” means? If not, don’t worry too much. Because the speaker will probably go on to explain or give examples. He might say something like this: “Our electronics division was down 13%. Mobile was down 16%. And automotive was down a whopping 24%.” Now, you can probably guess that “particularly disconcerting” is negative, right? But if you stopped listening and started wracking your brain to figure out what it meant, then you might have missed the explanation.

Of course, sometimes there are things that you hear that provoke ques...

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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today we’re going to have a look at some great tips for running an effective brainstorming session.

Have you ever conducted a brainstorming session that simply goes nowhere? A few people throw out some ideas, but most participants seem uninspired or bored? You ask questions, but people don’t answer? Well, today I want to give you some tips for kickstarting the process and getting the juices flowing.

Okay, so you need to provide some kind of spark. But just saying “Okay everyone, we need to get the ideas flowing” is not actually going to inspire anyone. You need something different. One idea is to use visual stimulation. Bring a box of random objects that you can hold up or pass around. Or show the group random images, either ones you’ve chosen that relate to the topic or on sites like Pinterest and StumbleUpon. Looking at images or objects can send our thinking in new directions and trigger creative associations.

Another way to get ideas flowing is to get the room flowing. Try telling the group that every time you say “move!” everybody needs to stand up, walk around the room, and find a new seat. This gives people a very short break and a tiny bit of physical activity, which can be reinvigorating.

Moving seats also means that people are looking at the room, the flipchart, and everyone else from a new perspective. And finally, participants may find themselves sitting beside and talking with different people, which can inspire different ways of thinking. So every time you see people lagging a bit, yell “move” and see what happens.

Now, sometimes if you want good ideas from a group, you can ask them to think of bad ideas first. Yes, I’m serious. Sometimes we don’t know what we want or need, but we can figure it out by talking about what we don’t want or need. Here’s an example: say you’re with a group brainstorming better ways for your company to attract talented workers. A few good ideas have come out, but not nearly enough, and people are scratching their heads and getting frustrated.

This might be a good time to ask for “opposite thinking.” Try putting this question to the group, “Okay everyone, let’s change tack here and think of reasons people would not want to work for a company. What are things that talented workers don’t like in a job?” Believe me, when you ask questions about bad ideas or the worst examples, a lot of people suddenly have a lot to say.

And once you’ve got those bad or opposite ideas, you can just turn them around. So if someone says, “people really don’t like a work environment that is ugly and boring,” then you can turn it around and make “inspiring and clean workplace” one of your new ideas.

Okay, we’ve gone over some ways to get a whole group thinking, but there are some people who just don’t like working in large groups. They might not speak out confidently in a brainstorming session, but that doesn’t mean they don’t have good ideas. In fact, these quiet thinkers might be hiding some of the most fantastic ideas. So how do you draw those ideas out?

Well, one way is by providing a non-verbal input option. I’m talking about good old pen and paper. Make sure everyone has something to write with and on, and tell them that they’re free to provide their ideas that way. Or you can ask everybody to do this at certain points in the brainstorming. Then you collect the papers and write up the ideas on a board or flipchart.

You may also find that a great way to draw quiet people out is to reduce the group size.

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Hello and welcome back to the Skills 360 podcast. I’m your host, Tim Simmons, and today I want to look at how to run an effective brainstorming session.

Every company uses brainstorming sessions to generate ideas and solve problems. But do all brainstorming sessions generate good ideas? Does everyone leave a brainstorming session feeling like they accomplished something? Well, that often depends on the facilitator. And if you are the one to run the show, there are several things you need to think about.

First comes good preparation. People need to head into a brainstorming session with a good idea about what they’re supposed to be talking about. So if you’re going to be running the session, don’t keep the topic a mystery. Email everyone well in advance. Make sure people come with a head full of ideas. If they don’t know what they’ll be doing until they arrive, they may not be as prepared.

Now, what happens when you start that meeting, when everyone’s assembled and your job is to get things going? Well, you need to set the stage for a productive session, and one great way to do that is to set some ground rules. You might want to create a list of your own that includes things like “turn off cell phones” and “no judgment.” Or you might want to let the group brainstorm their own list. Let them determine what guidelines will ensure they feel safe and free to share ideas.

Either way, you should write these guidelines down and display them for everyone to see. But remember, good brainstorming happens when people feel creative, free, and happy, so don’t get too hard-nosed or serious by making a bunch of “rules.”

Once you’ve got some guidelines, now you can pose the question or topic for the group. Right at the beginning, make sure you’re encouraging and setting a positive tone. When someone produces an idea, respond with “Fantastic, thanks Ron, let’s put that up here…” That helps create the right mood, and hopefully soon ideas will start flowing more freely. Once they do, don’t interfere. Your job is to record, and to maintain the energy. Keep praising people with comments like “Great stuff Nora” and “Right on Wayne.”

Okay, but sometimes people don’t express things perfectly clearly. And when this happens, you need to get some clarification. You can do this in a couple of ways. You can straight-up ask for explanation, like this, “All right Todd, thanks. Can you explain what you mean a bit more?” Notice that we are still thanking and praising.

You can also try restating what the person said to test an interpretation. For example, you could say something like, “Okay Todd, thanks. So you’re saying that we need to hire more staff? Is that right?” Either way, don’t get too bogged down in explanation. You just want things to be clear enough that everyone knows basically what’s being suggested.

Now, one of the most important principles of brainstorming is that we should separate idea generation from idea evaluation. So producing ideas and judging them are done separately. Brainstorming is all about the former, not the latter. So when someone says something like “I don’t know Todd, that probably wouldn’t help at this point,” you need to step in. But you should do it diplomatically, like this, “Okay Todd, let’s just focus on getting the ideas out for now and later we can take a closer look, sound good?” What happens when people start evaluating ideas? They stop flowing. And that’s not what we want.