ミーティングでの発言方法
Welcome to Kevin's English Room Podcast.
Hello.
Hello.
So, another question.
It's more like tips, I guess.
Okay.
So, during the meetings,
you have
something
popping in your mind, like
opinion, question.
I don't know.
Anything.
Proposal, anything.
So, what I do
is keep it.
And just
see the timings and everything.
And then
try to say that
in a proper timing.
And proper,
toward proper guy.
And miss the timing.
Okay.
And then just put it in my mind again.
Put down in my mind again.
Sink it.
Without ever saying it to anybody.
And then just different things coming in.
Okay.
That's what I do during the meetings.
タイミングの重要性
And so, how do you
deal with that?
Like,
how do you
timing manage it?
How do you...
Yeah.
I want to know
what's in your mind.
For me, you're very
on time.
Yeah.
Okay.
I just look for the timing
when somebody stops speaking.
And then I just say it.
Yeah.
I guess that's it.
And when I miss that timing,
and I still want to say it,
when the next topic is over,
I'll say,
I'll go back a bit.
That's it.
That's a great tip.
I think that's just really normal.
I'll go back a bit.
Yeah.
You don't hesitate at all.
I don't hesitate.
You don't hesitate.
Okay.
I see.
I did have that phase.
I did.
When I look back at it, I guess I had it.
I guess
what was holding me back was
looking stupid
for having that opinion, I guess.
Looking stupid to have that question,
I guess.
That's good. I see.
People judging me.
Let's say the meeting's like
it should be blue.
Maybe it should be blue.
Wait, what did I say?
The meeting's like,
the nude phone should be black.
不安と自己表現
Maybe it should be white.
Back then, I'll be like,
I'd look stupid for saying
white looks better.
Maybe people would think that
I don't have any sense of color
or any sense of design.
I didn't say it.
But now, it's more like,
well, I guess it's healthier to say it.
I guess it's more
I guess it's more
Yeah, I guess it's healthier for me to say it
rather than keeping it inside of me.
Or like,
what I was also afraid of was
releasing a question
that would confuse
everybody.
Releasing a question that would
make everybody sort of like,
I don't have an answer to that.
Have the meeting
be a little bit quiet,
maybe not as smooth anymore.
But,
I guess
the same logic.
I'd rather say it
and then deal with the awkwardness
than to hold it in, I guess.
I see.
And have that weird shit build up on me.
I guess that's how I'm thinking.
Okay.
I guess I understand the friction.
Yeah.
Especially the second one.
Meetings should be
smoothly done, right?
So, if I say something
and it feels
like I stopped the meeting
and I feel like
that's not for the meeting.
Like, for the people.
Yeah.
So, if it goes very close to
concluding
as the new product will be
black,
and if I say like,
maybe a little white,
that's like, for me,
it's blocking the meeting, kind of.
Okay.
You don't want to be that weird guy
Yeah, I mean, I'm okay
of being weird,
but I don't want to
stop it.
Stop the meeting.
Yeah.
And also, I'm not sure.
I'm not 100% sure
what is better.
Right.
If I say that,
it's like,
is it for this meeting?
I just want to say it.
Is it like,
is it better for the meeting?
Wait, so,
is this it?
Like, when you say
that maybe the product
should be white,
you're not 100% confident.
But if you say it,
the people around you could be like,
well, one person said it should be white,
well, then maybe it should be white.
And then, ultimately,
you don't want to affect the meeting
with an opinion you're not 100% sure of.
Or, is that it?
Yeah, it's like,
when I say this,
and people will be like,
okay, let's start thinking about it again.
And the meeting
goes like, backward.
興味のないミーティングへの参加
And then, it needs time.
They have to
do the meetings again, kind of.
That's like,
I feel sorry for them.
Like, I feel sorry for saying that.
Ah, okay.
Because it was
very close to the conclusion.
Or, not even
very close to the conclusion, but
the meeting went smoothly,
and they just cut the
air,
and everything.
I see.
I'm not sure
if I'd be a help
for the meeting or not.
If I'm certain
about making it
wide, then I would
stop it.
And just
say things.
It's very rare, right?
Yeah.
Of being 100% sure
about anything.
Basically, every time,
is it
better for the meeting?
Better for this team?
For this company?
Or not? Maybe not.
And then, just miss the timing,
and just, meeting over.
And just, yeah, it's over
now. So, it's like, yeah, it's too
late, maybe. But still, I feel like,
yeah, it should be...
Especially if it's a topic
of art, you know?
There's no answer, like, there's no definite
answer.
I can imagine how that
could really play in.
Like, that could get me as well.
If it's a
problem of productivity,
if it's a problem
of math, I guess there's a
more definite answer.
So, like, I don't know,
let's say we're talking about logistics.
Hey, maybe we should
ship it here
so that it
arrives this time, and you'd
have a 100% better
answer by giving that opinion.
But if it's art,
there's really...
It's a subjective fact, right?
So, I guess...
You think that's one of the
harder things?
Because a lot of times, it's
art. It's on the art side that we're doing
the meetings on, right?
So, not only
our meetings, but in general,
whole
meetings in this world.
Well, sometimes it can be
very definite,
as a number, talking about numbers
and calculation, you've got this answer.
But mainly,
the strategies,
the concepts,
designs,
humans and everything,
it's not like
this answer meetings, right?
So, I feel like
that happens
almost every time to me.
Like, this guy
is kind of right,
and that guy is kind of right,
and that guy is kind of right,
and it's like, yeah,
everybody's right.
And I don't like
being a
bothering guy
in the meeting, I think.
I can't stop it.
Yeah.
I see.
I guess that's what's happening
in my mind.
Have you ever had a meeting where that doesn't happen?
Like, where you know the role,
and you're kind of like,
you're more confident
on your opinion.
Right.
If it's like, for example, my song,
then I have my
like,
kanseizo,
and then like,
please do it, kind of.
What about this? Let's say we have a soccer team,
me and you,
several other friends,
and we're going into a tournament,
like a city tournament or something,
and we're going to build a strategy,
right, on like, how to
do the teamwork,
you know, the set plays and shit.
Yeah, okay.
Do you think you'd run into the same
difficulty?
True.
It's a bit different from those meetings.
Uh-huh.
Like, where I think that scenario
is different is
you're more confident
in the field,
so your opinions, you're more confident
in opinions, I guess
that makes a difference.
What I suspected was that
the meeting that you're attending,
most of the times,
you don't have
like a certain
goal, like you don't have a certain
like, preference
on how things
you want it to go.
Anything could be okay stance.
True.
Because you're not that,
first of all, you might not that be interested
or you're not that confident,
or you just lack knowledge on it,
or anything.
But like, you don't have that much
of a personal,
invested, like, you don't have
that much desire
to move things
in that field
of the meeting, I guess.
Whereas if it's soccer,
you're more
ミーティングでの発言
interested, you're more like you have a,
you can see clearly
on how things should work.
So like, your opinions
start to get more
confident, and like,
you don't hesitate anymore.
And also,
what I found was like, when, for example,
we go in a city tournament,
I feel like I have
some kind of knowledge,
I guess more than you, on the football field.
So I know I can be
a help for the team
of saying this.
So I'm very,
it's easy for me to say this, because I know
it's going to be the help.
But like, for the meetings,
I don't know about them.
Like, maybe they're very professional,
and like, maybe
they've been working in this
industry for a very long
time, like, I don't know.
And like,
I kind of pay, like,
too much respect for them in this stuff.
Oh, okay. Oh, true.
Yeah, you don't know what their background
is. Oh, right.
True.
But in those situations,
you can say things, right?
Like, you would say things.
Oh, like, if I'm not, if I don't
have a personal preference on how I wanted
it to work out? Yeah, yeah, yeah. For example, like,
I don't know,
in a football situation,
you know I, like,
have more experience in the football
world? Yeah. But you would say
things, right? Like, what about
this? What about this?
I would, I would. Right?
Yeah. That's good.
But, you know,
if I'm surrounded by people
who I don't know,
who I don't know if this person has a lot of knowledge
or not, I would probably
be quiet.
I would.
Even you? Yeah, I probably would.
If it's all of my friends,
I'll say it, but, like,
if I'm a team member of a lot
of people who I don't know,
I would first have to build
friendship with that person for me
to be comfortable. And that's my personal, like,
seikaku. I see.
Well, I'm very
agree with that stance.
And I guess
I'm the kind of very same type
of guy.
And, from my
point of view, you're still
very good at having
meetings with not friend
people. Really? Yeah.
So,
I want to know the tips.
But you still, you,
even you have that feeling. Oh, yeah,
I do, I do. Yeah, yeah, I do.
I do.
Well, that's
kind of
ease me a bit. Okay, okay, yeah.
Yeah.
So, in those, like, meetings where
you are surrounded by
not friends, you don't
know who they are, maybe expert
on some topics,
do you
maybe
become a bit silent?
But at the same time, you would say things, right?
Is he, like, brave?
Like, why can
you say things?
Because I
have invested interest
in that project working out.
Ah, I see.
Like, if it's the soccer thing,
soccer thing is just for fun.
So, like, I don't
have to have that soccer team work out.
Yeah, yeah. Like, I don't have to
necessarily win. It's just for fun.
Yeah, yeah. So, like, we can lose.
Yeah, we can lose. So, but, like,
for business meetings,
we're trying to succeed on something, right?
We're trying to have that go viral
or make money or,
you know, we have a certain
goal that I want
as well. So, I guess that makes
it easier for me to say something.
Ah, I see. You're, like,
responsible.
Yeah. On this project.
I guess. Just
interested in it.
Interested in that
working out, I guess.
Ah.
Well, where I'm less interested
in working out, I only,
if you listen to me, I think,
I only
try to
exclude
out the negatives.
I only try to say things
that might be wrong.
I don't
try to, if the project's
already at 10, I don't try to bring it to 20.
I only say something
towards something that I think
is a negative, like something that could be
wrong or something that could
potentially be a bad factor
and then I try to exclude that out.
Yeah.
I see.
I see.
It's very,
it's nice. Really? It's nice
to hear those things.
Yeah.
True.
If you don't have any goals,
興味のないミーティングへの参加
for example, especially, I remember the
topic that I did
on Shukatsu,
the group discussion.
That was like,
how should we
boost
and advertise
that letter
itself?
Oh, okay.
How that letter should be advertised?
And make an advertised
strategy and how should it
be promoted and everything.
I was like, I don't,
okay, I don't
want to promote.
If you want to do it, just do it.
I didn't have any
preference.
And that's why, I guess,
yeah, okay, you're right.
Yeah, you're right.
Whatever.
True.
That's a big element,
I guess.
True.
And I guess I'm very
kind of
easygoing.
Yeah.
You don't mind if it fails.
Yeah.
Pessimistic?
Pessimistic?
Pessimistic is a little bit, I think it could be
optimistic.
Yeah.
In general, I would be like,
it's okay, on everything.
That's why it's like,
yeah,
kind of stunts on
each meeting.
Yeah.
I see.
But I want to be good at meeting.
Even in those like...
In any situation.
Even you're not interested in.
You know there are somebody
that can do that thing.
In the meetings that you don't
care about nothing and just
being very good
meeting player.
And for me,
you're one of those guys.
I guess my journey goes
on.
Yeah.
I hope you'll find some sort of a guide.
Yeah, yeah, I'd love to.
Yeah.
Alright.
Thanks for listening, guys.
Thank you.
