Peter Drucker led by example in pausing before answering questions and in his presentations.

Pausing is useful in meetings, conversations with colleagues, and in planning and deliberations.

Intentional pauses can lead to insights, breakthroughs, and new knowledge.

We can be more effective by employing pauses in high-stakes, high-tension environments.

There is often pressure for leaders and other knowledge workers to continually act, speak, and perform. Sometimes those are the right strategies. But at other time, we need to slow down and pause.

Peter Drucker, the father of modern management, who died at age 95 in 2005, led by example. For instance, there were times when I interviewed him and he would not immediately answer a question. Instead, he'd take what seemed like a long pause, as he considered his answer.

He wasn’t doing it for dramatic effect. Instead, he was considering the most appropriate response. The pauses yielded better answers; they also added to his own considerable gravitas. He achieved the same effect while making presentations to large audiences, which added to a sense of spontaneity.

Many Dimensions of Pausing

Pausing is a multidimensional act. It can be useful during interviews and presentations, and also in meetings, conversations with colleagues, and in reviewing our own internal thoughts, planning, and deliberations. Since it seems natural to deliver thoughts and answers fast, pausing requires intention, to break the chain of relentless activity. Rushing to fill in conversational gaps, especially in situations such as negotiations and job interviews, can........

© Psychology Today