Why Being Interrupted is Most Likely Your Fault: Five Steps to Apply During Every Conversation

Last Uated: Nov 28, 2017
do people interrupt wh ’re speaking? What can do about interruptions? Here’s practical advice for minimizing interruptions and using m to r befit.

Most people believe y get interrupted because that is simply how interrupting person behaves. In reality, blame more oft lies with speaker rar than interrupter. r listers may be interrupting because take too long to get to point or because never pause to let m get a word in edgewise.

Anor reason may be getting interrupted is due to any distracting behaviors that are overpowering r message. Wh r body language is inconsistt with r message, r lister is confused with what are saying.  Do y follow r message or what r body language is communicating? probably can relate to this example. individual leading a meeting emphasizes how important it is for everyone to stay within budget to meet clit’s needs yet ir ure, facial expressions and voice communicate re really isn’t an emergcy.  

r natural response to this situation might be to:

It is time for a self-check-in if are falling victim to interruptions. Wh are frequtly interrupted and are not effective with pulling conversation back on track, run risk of jeopardizing r reputation and relationship. perception ors create of consists of ing confidce, credibility, trust and leadership. No one w to follow someone who breaks under challging situations like interruptions. 

It is difficult to influce ors to take action wh r message isn’t heard or understood during interruptions. And r ideas are worth hearing. rar than jeopardize r influce Monday to Monday® by applying following steps during every conversation:

1. Get to point quickly. Ofttimes, more say, more confuse resulting in frustrating r listers. As ir patice runs out, y interrupt to try to get information y need from . Remember, less is more!

2. Focus r passion. Wh we are passionate about a topic, we oft feel compelled to tell our listers everything we know about it. We think our listers will be as passionate about it as we are. This is rarely true. Share r passion while keeping r message directed to what is important to r listers. r listers are not interested in knowing r career history. Take time prior to prepare (wh can) and during conversation to following questions:

Keep applying se s throughout r message to make sure tap into what is important to r lister that courages m to take action.

3. Pause. Pause to list and give person time to speak. An influtial communicator understands that power of persuasion involves saying less and listing more.  Wh spd more time listing, hear what r lister is not saying. I call it listing for ir known unspok. Pause allows to list to what is important to r lister.  Wh communicate a message that is all about and what want to do, will ignite r listers frustration. r listers are less likely to interrupt wh y feel truly care about what is important to m and what value y will receive wh y act on r recommdation.

4. Interaction. Get r listers involved in conversation so that y feel like y add value and that ir opinions are heard. Without interaction, conversation is one-sided. Interaction increases gagemt and connection which s trust. It is difficult to interrupt someone who trust and want to gage with. Interaction also allows to adapt r message on fly; anor way to communicate to r listers care about what is important to m.

5. Feedback. Consider interruption a gift. An interruption is actually a fridly reminder that need to get back on track or adapt r message to r listers’ needs. Take this feedback and run with it. Ask for feedback from family and frids trust will tell truth. Ask m to make more aware of wh interrupt. If td to interrupt, wher know are or not, r listers will follow r lead and interrupt .

Interruptions can be challging to manage wh y get out of control or don’t have right steps to effectively get conversation back on track. Start applying se five steps to every conversation. Give rself feedback following an interaction where needed to manage interruptions. Clearly idtify what worked, what did not work and what are willing to change. Dealing with any challging situations requires practice and feedback to continue to grow r influce.

Stacey Hanke is founder and communication expert of Stacey Hanke Inc.  She is author of Influence Redefined: Be the Leader You Were Meant to Be, Monday to Monday and Yes You Can! Everything You Need From A to Z to Influence Others to Take Action. Stacey and her team have deed thousands of prestations and workshops for leaders of Fortune 500 companies, including Coca-Cola, Nationwide, FedEx, Kohl’s and AbbVie. Learn more about her team and company at www.staceyhankeinc.com.