In a previous article I related the dilemma that a staff member encountered.  His manager was always in a rush to bring meetings to a swift end.  The manager made it clear that he generally preferred his staff to keep quiet and avoid slowing things down.  Anything said was deemed to be a potential career limiting move, especially if it contradicted what the manager wanted. 

What can be done to deal with such a dilemma?  One option is to try some upward-management with him.  Consider a script like this:

“Tom, do you have a moment? I have a dilemma and I need you to help me with it. It’s about our meetings. My dilemma goes like this:  On the one hand, your preference seems to be to move meetings quickly and keep discussions brief.  On the other hand, there are times when I have ideas that can potentially prevent mistakes and improve the quality of decisions, but this may slow things down a bit.  How should I deal with this dilemma?”

The above approach is soft and non-accusatory, yet it is direct, honest and principled.  Your starting point is “I have a dilemma,” and not “You don’t know how to run a meeting.”  Your implied goal is serve the organization’s needs rather than your own.  Who will argue against the need to arrive at quality decisions in an inclusive and efficient manner?  Who will suggest that it is okay to remain silent and thereby allow a flawed decision to be made?

Of course, the devil’s advocates will say: “And what if my boss does not take my feedback well?  What if I suffer some repercussions as a result of it?”  In such a case you may want to consider your options, which may include a search for an alternative workplace, where your skills and talents are valued and appreciated, and where your wisdom, knowledge and expertise are proactively sought in the process of making corporate decisions.