When we are young, we usually measure ourselves by how much we speak out. As we grow up professionally, we must measure ourselves by how often we stay silent.

For instance, when we are delegating tasks, since we’re familiar with tasks withing our area, it’s easy as a manager to not only hand off an assignment but also explain in detail how you’d like it done. Oviously, this approach limits your team memeber’s sense of ownership, their freedom to try new approaches, or their ability to learn on the job.

It may prove far better to outline what you need to accomplish, what the metrics of success are, and then ask if they have any questions. Then be quiet for a few minutes… it may take them a while to think.

If there are questions, you may want to respond with your own question and then build on their answer. For example, if they wonder aloud, “Who do I need to link up with to accomplish this?” you can turn it around by asking them, “Who do you think it would be important to get information or buy-in from to make this happen?”. Let them ponder for a bit and, if they still miss a few you can ask, “Anyone else?” or “What about Joe?” Help them think through the problem themselves.

Summing-up: That’s not to say one should never speak up. As the song goes, “To every thing there is a season, and a time to every purpose under the heaven.” There is a time to keep silence, and a time to speak.