Are you struggling with an employee who talks too much in meetings? Our resident HR advisor Jane Harper breaks down how to handle a talkative employee without dampening their enthusiasm. From managing an overly talkative employee to keeping discussions during meetings balanced, this Q&A With Jane column offers practical advice on how to deal with chatty employees at work. This and more on how to prevent one person from dominating meetings.
A reader writes:
Dear Jane,
I manage a small marketing team, and one of my employees, let’s call him ‘Sam’ has a habit of talking way too much in meetings. He’s smart, creative, and enthusiastic, but he somehow manages to dominate every discussion. The quieter team members have started zoning out or messaging me privately afterward to share their ideas instead. I can see how others are struggling to get a word in. While I know this employee talks too much in meetings, I don’t want to crush his energy or make him feel unwanted.
I’ve tried subtle hints, like calling on others first, but he simply loops back into the conversation. How do I handle a talkative employee gracefully while keeping the team dynamic intact? As a boss, it’s my responsibility to create a space where everyone feels heard, but I’m tired of watching meetings go off-track because one employee won’t stop talking. Help!
Thank you,
Manager in Muddle
Every manager faces the ‘meeting monopolizer’ at some point. Managing talkative employees is tricky because it’s often rooted in positive traits, such as confidence, excitement and passion for ideas.
Jane’s advice on how to address a talkative employee
First, take heart. Every manager faces the ‘meeting monopolizer’ at some point. Managing talkative employees is tricky because it’s often rooted in positive traits, such as confidence, excitement and passion for ideas. But when an overly talkative employee dominates meeting, it can unintentionally silence the rest of the team. The goal isn’t to stifle Sam’s energy, but to guide it.
Lead with appreciation, then set boundaries for employees
Start with empathy. Acknowledge the employee’s contributions first. People who talk too much in meetings are often unaware of how they come across. You can then bring up the issue privately. Use framing such as, “You bring great ideas, but I want to make sure others have space to share too.” This makes it a workplace communication issue, not a personal criticism.
You can also introduce time limits or a “two-minute share rule” in brainstorming sessions. This way, you can give everyone equal time to share ideas during team meetings.
The idea is to subtly handle the talkative employee while reinforcing balanced participation as a team value.
Redesign the meeting format
If meeting are open-ended, they invite overtalking. Try adding written inputs before meetings or using speaking turns. Tools like digital boards or silent brainstorming can help quieter members share before the conversation begins. This way, even if one employee talks too much in meetings, everyone’s input is visible.
Redirect the conversation
When you see Sam going off on a tangent, thank you, and summarize his point and pivot. “That’s an interesting idea, Sam. Let’s hear what Alicia thinks next.” This polite redirection keeps morale intact while curbing excessive speaking. It’s one of the simplest ways of handling difficult employees in meetings without any awkwardness.
You can also assign roles. Sam could be the note-take or timekeeper once in a while. This way you’ll be able to shift the focus of the meetings and help him understand what productive pacing feels like.
Remember, it’s easier to tone down over-enthusiasm than to encourage engagement where there’s none. Dealing with a talkative employee works best when paired with positive intent. Guide, don’t guilt. That’s how great managers turn workplace communication issues into opportunities for growth and keep meetings from becoming monologues with an audience.
Are you facing a tricky workplace dilemma? Write to Jane Harper with your questions on workplace conflict, policy issues or people management problems. Your situation could be featured (anonymously) in a future column.
Don’t let the changing world of work derail your hiring instincts. Send in your HR queries with the subject line ‘Ask JANE HARPER’ at info@thehrdigest.com.
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