When to Keep Your Mouth Shut

by Marshall Goldsmith

One of the toughest lessons for managers to learn is that sometimes it's better to stay silent. But when? In this article, executive coach Marshall Goldsmith addresses a classic tendency he sees in brilliant, technically gifted people in positions of power-the desire to "add value" to the ideas of others. Building on the premise that execution is a function of the quality of the idea multiplied by the executor's commitment to making it work, Goldsmith cautions leaders to resist the urge to follow up their words of encouragement with questions like, "But wouldn't it be better if you added X, Y, or Z to it?" Instead, ask yourself whether your "added value" will make the idea's creator more-or less-committed to executing it. Realizing that your own need to show how smart you are can rob your team of its creative drive is a powerful step toward becoming a more effective leader

http://harvardbusiness.org/product/when-to-keep-your-mouth-shut/an/U0807E-PDF-ENG