VitalTalks are how persuasion occurs.    For example, I spent a few years in sales.  A good sales call was not defined by the ease and comfort that was created in the interaction with the prospective client.  A good sales call meant that the prospective client made a clear decision to move forward and declared it.  Of course, we want that to happen within a friendly environment but the atmosphere is not the critical communication in and of itself. 

A manager is able to get her staff to say “yes” to most anything but does not give them room to refuse a request or to reshape the request in a way that allows for appropriate prioritization. Critical direction occurred at the manager’s level (to the staff) but did not occur at all levels.  The staff leaves feeling disrespected, frequently discouraged and feeling over worked.  This may get a task checked off a list but it is not effective.

Highly effective meetings and VitalTalks are filled with critical interaction.  These discussions cause issues to be raised, roles to be reaffirmed and clarified, responsibilities to be designed & assigned, solutions to be engaged and decisions to be made.  Plus, when everyone is involved, when everyone is a stakeholder in the creation of the plan or resolution of the problem, then trust is deepened.  Here…the members of a team may realize “I didn’t get all I wanted” but they also leave knowing the decisions were genuine and collaboratively considered.

Series Articles
“Did We Just Have A Good Meeting?  I’m Not Sure.” (1): Leveraging Diverse Thinking & Behavioral Attributes
“Did We Just Have A Good Meeting? I’m Not Sure.” (2): VitalTalks, Clarity & Ineffective Meetings
“Did We Just Have A Good Meeting? I’m Not Sure.” (3a): VitalTalks, Vital Behavior & Persuasion