How To Manage People Who Talk Too Much At Work Without Shutting Them Down

Forbes

2 days ago

I grew up in a family of talkers who drove our teachers crazy. I remember sitting in my English 102 class during college with just two weeks left in the semester. My professor looked at me and said, 'You have an A. Don't come back. You talk too much.' I took the two weeks off, but it made me feel bad. He was right and I was rude. I would talk to the person next to me because I was bored and wanted to kill time. That is different from the person who has to always insert themselves in meetings to demonstrate their knowledge. There are two types of people who talk too much at work: one who is bored and one who wants to be recognized. Nearly every office has someone who fills every silence, often without realizing it. In many cases, the talker just wants to connect, share ideas, or stay engaged. But when one person dominates conversations, it can be disruptive and lead to low productivity.
Why Managing People Who Talk Too Much At Work Is A Skill
Managing someone who talks too much requires understanding what drives the behavior. It might be boredom, anxiety, habit, or a desire to feel seen. In meetings, it might mean someone repeats ideas, interrupts others, or goes off on tangents. Outside of meetings, it can include constant chatting that distracts those trying to concentrate. It might seem harmless, but over time it can hurt productivity.
Effective leaders know how to manage these situations with empathy. Just like I felt bad when my teacher said that to me, people get their feelings hurt if they feel silenced. Leaders need to guide their talkers to help redirect that energy in ways that create value.
What Makes People Who Talk Too Much At Work Do It?
Too much talking can be annoying for others, especially if they don't know why. Corporate Natalie, a young executive and content creator, recently shared a video on Instagram making fun of people who jump into every conversation. She jokingly called them 'the interjector.' It was funny because we all can relate to being around people like that. My generation laughed about this through characters like Michael Scott from The Office, who constantly interrupted and found ways to make himself part of every conversation.
There are usually two kinds of talkers: those who are bored and those who are trying to stand out. The bored talker is often just trying to pass the time. They don't mean to be disruptive, but their behavior can throw others off track. These employees often benefit from more engaging work, new challenges, or clear tasks that give them something meaningful to do. Instead of correcting their talking, it helps to redirect it by giving them more responsibility or asking them to contribute in ways that require preparation.
Recognition-seeking talkers often worry that being quiet means being forgotten. They feel pressure to prove their value by saying something in every meeting or joining every discussion. These employees need coaching around influence, trust, and contribution. When leaders explain that visibility comes from preparation, results, and listening just as much as from speaking, it resets how these employees think about participation.
Either way, too much talking can be frustrating to the rest of the team. That's why the way you address talkers depends on what's really driving the behavior. When you know the difference, you can fix the right problem.
Some of the behavior depends on personality. Extraverts may feel uncomfortable with silence and use talking as a way to stay engaged. Introverts are more likely to find that constant talking disruptive. Extraverts may feel more pressure to be seen and talk more often as a result. That desire to be visible can backfire when it turns into talking too much or interrupting others. Introverts, on the other hand, may feel frustrated when they can't find space to contribute. It's helpful to create opportunities that respect both styles, especially when those quieter employees have insights worth hearing.
How Leaders Can Guide People Who Talk Too Much At Work Without Causing Shame
If you're managing someone who talks too much, whether in meetings or during the workday, it's important to create boundaries that support better communication. One approach is to set meeting norms, like hearing from three people before anyone speaks a second time. This avoids making them feel singled out and invites broader participation.
You can also assign talkers roles that make them feel like they aren't being shut out. Let the talker be the person who summarizes ideas or has a specific place within the agenda. That still involves them but in a way that encourages listening. Outside of meetings, you might say, 'I've noticed you like to communicate with the team. Let's set up specific ways to help you do that, to help others keep their focus.' Framing it as collaboration instead of correction makes the conversation easier to receive.
How Curiosity Helps People Who Talk Too Much At Work Focus On Listening
One of the most powerful ways to shift behavior is to build curiosity. When people become more curious, they don't need to be the one doing all the talking. They begin to ask more questions and spend more time listening. This leads to better conversations, deeper relationships, and fewer disruptions.
Curiosity changes the focus away from being heard to learning something new. That kind of mindset helps people develop empathy and understand when to speak and when to hold back. It teaches them that silence can be space for someone else to give their insights.
What To Do When People Who Talk Too Much At Work Make It A Habit That Interrupts Others
If someone continues to talk too much despite coaching, structure becomes essential. You can create designated times for open discussion. You can rotate roles in meetings so different people guide the conversation. If interruptions are happening often, it's important to address them directly.
In one-on-one conversations, ask direct but supportive questions: 'What are you hoping to share?' or 'Is this the best time to talk about this?' These questions encourage reflection and give the person a moment to pause.
Why Managing People Who Talk Too Much At Work Shapes How Teams Work Together
The way you address excessive talking sends a signal to everyone else. If you reward constant commentary, people may believe that's the only way to stand out. If you shame someone publicly, others may pull back even when they have something important to say.
The goal is to reinforce that thoughtful contributions matter more than frequency. That includes recognizing the people who think carefully before they speak, who prepare behind the scenes, and who bring useful content rather than just speak for no real purpose. These individuals often feel overlooked when others dominate the conversation, but their input can be just as, if not more, valuable.
Managing People Who Talk Too Much At Work Thoughtfully
Every office has people who talk too much at work. The difference is how that behavior is handled. By managing it with curiosity and structure, you can turn distraction into contribution. You give talkers a way to be heard while making sure others get space, too. That leads to a more balanced, thoughtful, and productive environment. When I think back to that English class, I realize that professor let me get away with too much for too long. Had he said something earlier, I would have learned sooner that my behavior wasn't okay. It shouldn't have taken getting kicked out of class to recognize the impact I was having. Leaders who take the time to guide these behaviors early help everyone, especially the talkers, grow.