What Jury Duty Taught Me About Influencing a Reluctant Audience

I had jury duty this week. Most people dread it, but once I cleared my calendar, I walked in open-minded and curious.

I had never made it to voir dire before—seeing the judge, the defendant, and both attorneys up close—and I was surprised by how personal and human it felt. As I watched the judge and attorneys work the room, I recognized tactics I have seen corporate leaders use to rally groups that are mixed in views and light on buy-in. Leadership is influence, especially with audiences who are not yet bought in.

Here is what stood out and how it translates to the workplace.

Ask pointed, relevant questions without dodging awkward truths

This was a DWI case. Potential jurors were asked where we fall on a 1–5 scale as a drinker and how much we trust the police. The stakes were real. The questions opened us to judgment and required vulnerability. They were also essential to the case. We owed truthful answers to our integrity, the court, and the defendant.

Leadership translation: Many leaders ask safe, general questions and get safe, general answers. If you want clarity, ask precise, relevant questions that surface the stakes. Try prompts that quantify confidence, risk, or readiness. For example, “On a scale of 1 to 5, how confident are you that we will hit the date?” or “What would move you one point higher?” Direct questions model the candor you will need when it is time to decide.

Try this in your next meeting:

• Replace “Any concerns?” with “What is the biggest risk to this plan?”

• Replace “How is everyone feeling?” with “What would make this a yes for you today?”

Push for clear commitment

People tend to hedge or create roadblocks like “it depends.” That showed up during questioning and in side conversations. Ambiguity can feel safer. The courtroom reminded me that decisions require commitment. Insisting on a yes or no creates buy-in and invites accountability.

Leadership translation: Discussion is useful until it becomes a stall. Once the key points are on the table, move the room to a clear decision. Capture nuance, then ask for a commit. Clarity about what will happen next builds momentum and keeps work from slipping back into analysis.

Try this in your next meeting:

• “Are we a go or a no-go on this approach?”

• “Who is the owner and what is the first step by Friday?”

Be fair and upfront

One moment stood out. The district attorney acknowledged the defense attorney’s skill and made clear that the burden of proof rests with the state. That respectful, full-picture candor built my trust. He did not try to win by minimizing the other side. He showed the full context and stated his duty plainly.

Leadership translation: Credibility grows when you can recognize strengths across the aisle and still make a strong case. Do not hide tradeoffs or pretend there are none. Say what is true about the other viewpoint, outline the roles and responsibilities, and then present your recommendation. People lean in when they believe you are being straight with them.

Try this in your next meeting:

• “Here is the best argument against our plan. Here is why we still recommend it.”

• “Finance owns the guardrails. Product owns the feature set. Here is what that means for roles this quarter.”

Engage with purpose

When introducing himself, the defense attorney spoke about his life in suburban Dallas, the chaos of parenting young kids, and why he moved into defense work. His standard was to give each client the defense he would want for his own family member. That message, and the conviction behind it, got and held my attention.

Leadership translation: People follow leaders who are grounded in a clear purpose and who show up with real engagement. You do not need a speech. A single line that connects your values to the work is enough, as long as your actions match it. Purpose is the bar you hold yourself to in the room.

Try this in your next meeting:

• Open with one sentence that connects your values to a decision. For example, a strong people manager might say, “I see so much potential in you and want you to be aware of this trend I'm seeing in your client communication style, so your path to management is clearer and more achievable.”

Speak plain English

The judge skipped the legalese and went straight to what we cared about: why we were there and how long it would take. That removed distraction and freed us to focus on our civic duty. Rather than wasting time on a preamble, he provided clarity about process and expectations.

Leadership translation: Plain language is not about dumbing things down. It is about removing friction so people can focus on the right things. Begin by answering the real questions in the room. Why are we here? What decision are we making? How long will this take? Then keep explanations tight and concrete.

Try this in your next meeting:

• Start with: “We are here to decide X. We have 30 minutes. We will leave with a go or no-go.”

• Use short sentences and concrete terms. Define any necessary acronyms. If possible, have it in writing, too, for those who are visual learners.

A quick checklist for influencing a reluctant audience

1. Define the decision. Name what will be decided by the end.

2. Open with relevance. State why the group is there and why it matters now.

3. Ask precise questions. Use prompts that surface real views and stakes.

4. Be fair and upfront. Acknowledge the other side and state roles clearly.

5. Push for commitment. Move from discussion to a clear yes or no.

6. Engage with purpose. Authentically tie your values—or that of the company—to your perspective.

7. Keep it plain. Use clear, direct language that keeps attention on the work.

Leadership is influence, especially with audiences who are not yet bought in. Give people relevant, fair information and full-picture context. Then trust them to draw the right conclusion.