Welcome to Manager Tools. Today's show How to not do something, right? Okay, so we're not going to overreact.

We're not going to hammer the person. We're not going to, as you said, spank them in the meeting.

So what do we do?

We want to encourage this collaboration,

the sharing of ideas, even if somebody is doing it

in a less than perfect way, what do we do about it? Yeah, believe it or not, we try.

You can't always do it.

But we want to have a thought process of thanking the direct for the disagreement publicly.

Even if they did it wrong?

Yeah, we're going to focus on the fact that they're engaging in the behavior in general

that we want, which is the sharing of ideas.

The fact that they started out by denigrating somebody else is true, but in a similar

vein to the whole discussion about ideas, there are two ideas they're presenting. One, I have a good

thought and two, I'm delivering it really poorly really poorly right which one do I want to talk about what we've learned is that the really really good managers have a very light touch about the way you deliver it and they tend to focus more on the value of the person continuing to want to share ideas.

Now look we're going to suggest you do it subtly. It's not just thank you, but it's really not that hard to do.

And so what I thought we we do is just go over

each in the three situations and just walk through exactly what to say when one of

your directs uses those phrases we've already mentioned right?

Great idea.

So the first one is I disagree.

Obviously, this is the easiest one.

Now, some of you might be saying, wait,

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