♬A little less conversation, a little more action please…♬
♬
…All this aggravation ain't satisfactioning me.
A little less conversation Elvis Presley
How many meetings have you sat through where everyone talks
in circles but nothing actually gets resolved?
Do you know the ones I mean? There are two hours of
discussion about that project timeline, but then no clear decisions. There is endless
debate about the team restructure, but no concrete next steps. Everyone leaves
feeling a little frustrated, and you're right back where you started at next
weeks meeting.
Elvis had it right - sometimes we need a little less
conversation and a little more action.
The meeting that goes nowhere
How many meetings have you sat through where everyone talks
in circles but nothing actually gets resolved?
Do you know the ones I mean? There are two hours of
discussion about that project timeline, but then no clear decisions. There is endless
debate about the team restructure, but no concrete next steps. Everyone leaves
feeling a little frustrated, and you're right back where you started at next
weeks meeting.
Elvis had it right - sometimes we need a little less
conversation and a little more action.
It seems to me this is a common issue. Teams meet regularly for two hours (because that’s a good thing to do right?) They have a full agenda. Some people contribute thoughtfully to discussions. Others prefer to hang back and reflect, then have something important to say just as the meeting is closing. This often results in meetings over running. And often nothing really seems to be resolved.
Does that sound familiar?
The issue isn’t that you’re not talking; in fact, often there’s plenty of talk. The problem is such conversations lack direction and decision-making. Problems are explored but rarely land on clearly agreed solutions. Different perspectives are shared but a consensus hasn’t been reached.
Sometimes all that conversation was creating more aggravation rather than satisfaction.
Why do conversations get stuck?
There are typically three reasons workplace conversations go round in circles like this:
Fear of making the wrong decision. It feels safer to keep discussing than to commit to a course of action that might not work perfectly or not everyone is on board with.
Lack of clear accountability. When nobody owns the decision, nobody wants to be the one to make it.
Confusing discussion with progress. We can mistake the act of talking about something for taking action on it.
The cost of endless discussion
When conversations lack direction, several things happen. People lose confidence in leadership's ability to make decisions. Team members become frustrated with the lack of progress. Energy gets drained by revisiting the same issues repeatedly. Opportunities are missed whilst you're still "discussing options" or trying to make sure everyone is happy with the final outcome.
All that conversation can delay progress unnecessarily or cost you your competitive advantage.
Moving from talk to action
The most effective leaders I work with have mastered the art of savvy conversations - discussions that actually lead somewhere.
Here's how they do it:
They're clear about purpose. Before any significant conversations, they ask: "What decision do we need to make?" or "What outcome are we trying to achieve?"
They set boundaries. They give discussions appropriate time but don't let them drag on indefinitely. Sometimes the perfect solution isn't available, and a good decision made quickly beats a perfect decision made too late.
They encourage and assign ownership. Every action point has a name and a deadline. No anonymous "someone should do this" items.
They distinguish between input and decision-making. They're clear about when they're seeking opinions and when they're making a final call.
The STREETCREDS approach to action
This is where being Directional plays it’s part. In my STREETCREDS framework, being Directional means ensuring conversations don't get stuck and that they are always aiming towards a particular goal or outcome.
Directional conversations:
- Start with clarity about what needs to be achieved
- Keep moving forward even when discussions get challenging
- End with clear next steps and accountability
- Balance thorough exploration with timely decision-making
The key is remembering that perfect information rarely exists. Not everyone will get the specific outcome they were supporting. But at some point, decisions need to be made based on the best available information, adjusting the course as you learn more.
Making it practical
Next time you're in a conversation that feels like it's going nowhere, try these approaches:
Pause and clarify: "What exactly are we trying to decide here?"
Set a timeframe: "Let's spend the next 20 minutes exploring options, then make a decision."
Test for consensus: "It sounds like we're leaning towards option B. Does anyone have serious concerns about that direction?"
Assign clear actions: "So John, you've agreed to draft the proposal by Friday, and Maria, you'll review it on Monday?"
The balance
Now, I'm not suggesting we rush decisions or cut short important discussions and collaboration. Some conversations need time to develop. Complex issues require thorough exploration over a period of time.
But there's a difference between productive conversations that build towards something and circular discussions that are going nowhere.
The art is knowing when you've talked enough and when it's time to act.
What's your next move?
Think about your own workplace conversations. Are there discussions you keep having without ever reaching a resolution? Meetings that feel productive in the moment but don't lead to progress?
Maybe it's time for a little less conversation and a little more action?
That's one of the things our Savvy Leadership programmes focus on - helping leaders have conversations that get results because talking about change isn't the same as creating change.
Sometimes the most satisfying conversations are the ones that lead to decisive action. After all, as Elvis said, all that aggravation from endless discussion certainly isn't satisfactioning anyone.
What conversation in your workplace needs to move from discussion to decision?
I’m Sarah Harvey, the founder of Savvy Conversations and creator of the STREETCREDS framework. My practical approach helps leaders have conversations that actually lead to results. If you want to find out more, let's start the conversation.