3. Use tentative language: Say it like this: "I'm not sure if I have this right, but I see it this way or I am concerned about...";
4. Use contrasting language: Say it like this: "What I am not saying is... What I am saying is..."
5. First, determine your intent: Why do you want to speak up? Who benefits more? You or the organization? If it's all about you, think it over again.
6. Build the business case: What is the potential impact both good and bad to the organization of the unnamed elephant? Be concrete about how it could affect the organization's goals or image.
7. Don't make it personal: People ask us, "what if the unnamed elephant is a person?" Define it as actions impacting the organization, not as someone's personality, style or characteristics.
8. If the elephant is arrogant leadership: Try to engage the arrogant person in dialogue about multiple alternatives. Arrogant people often do not realize they are being arrogant so if you can get them to talk, their curiosity may kick in.
9. Surface the assumptions you are relying on: Say: "Here's how I thought. I assumed... because of... What do you see differently?"
10. Ask the 6 what's: "What do we know? What do we not know? What will we never know? What can we agree on? What do we disagree on? What do we need to do to move forward?"
