860)(Story_70) The Importance of Silence. _ Written by Junayed Ashrafur Rahman

 860)(Story_70) The Importance of Silence. _ Written by Junayed Ashrafur Rahman https://mywritingsjunayedmn1.blogspot.com/2019/12/about-me-junayed-ashrafur-rahman.html ✒ 

A Complete Social and Psychological Story

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## Chapter One. Proving Himself Through Words

On the seventh floor of a multi-story building in the commercial district of Khalabest City stood a well-established consulting firm called Naver Corporate Services. The company specialized in advising businesses on administrative challenges, employee management, financial planning, and organizational decision-making.

One of its employees was Teran Magub, a thirty-eight-year-old professional. Considering his educational background, work experience, and professional skills, he was highly qualified. However, he had one habit that was gradually overshadowing his other abilities: he talked far more than necessary.

Early in his life, Teran believed that the more a person talked, the more acceptance he would gain from others. If someone asked him one question and he responded with ten statements, people would recognize that his knowledge and experience exceeded theirs. If he spoke longer than everyone else during a discussion, his presence would become even more important.

This belief drove him to express his opinions in almost every conversation.

Even when someone made a brief comment about something, Teran would turn it into an extended discussion. When someone described a problem, he would talk about his own experiences before offering a solution. He frequently interrupted others to express his opinions while they were still speaking.

He believed that if people were listening to him, they must be giving him importance.

Whenever someone new joined the office, Teran was always the first to introduce himself.

One day, a new accounting officer named Kerum joined the company. That morning, he was sitting at his desk, turning on his computer. Teran stopped beside him.

"You're new here, aren't you?"

Kerum replied, "Yes. Today's my first day."

"That's great. There's a lot you need to learn to work here. Simply performing your assigned duties isn't enough. You also need to understand the company's internal structure, how different executives operate, how departments coordinate with one another, and the reasons behind administrative decisions. I've been working here for several years, so I know quite a bit about the organization. You can learn a lot from me if you want."

Kerum smiled.

"Thank you. Let me get familiar with my responsibilities first."

Teran pulled over a nearby chair and sat down.

"Of course. But even while learning your job, you need to keep certain things in mind. Suppose you're given a financial report. If you only check the numbers without understanding the reasons behind them, you won't understand the actual purpose of the work. You also need to verify what other executives tell you because things people say don't always match reality in an organization."

Kerum looked away from his computer screen.

"I'll learn these things gradually."

"That's the right approach. But if you run into any problems, let me know. I want new employees to learn things correctly from the beginning."

Teran stood up and left.

Although Kerum returned his attention to his work, he privately thought that the man had been talking far too much before they had even gotten to know each other.

This behavior was nothing new for Teran. Whenever someone started discussing a subject, he would join in. If he found even the slightest connection between the topic and his own experience, he would launch into a lengthy explanation.

Someone might say, "Traffic is terrible today."

Teran would respond, "Traffic congestion isn't caused solely by the increasing number of vehicles. Road management, traffic control, urban planning, and people's commuting habits are all connected to the problem. I read a report about this a few years ago—"

Someone else might say, "The power went out today."

Teran would immediately begin, "The electricity problem is actually quite old. Increasing power generation alone won't solve it. We also need to look at distribution systems, maintenance, and management weaknesses."

He looked for opportunities to demonstrate his knowledge even in the simplest conversations.

One afternoon, several employees were having lunch in the company cafeteria. When Teran joined them, Nemar remarked, "The food is pretty good today."

Teran immediately responded, "There are several reasons why food quality can be good. First, you need quality ingredients. Second, the people preparing the food need experience. Third, cleanliness must be maintained during serving. I once worked at a company where the food was so terrible that—"

Nemar laughed and said, "Teran, let us eat for a minute. We can hear your stories about past experiences later."

The others laughed.

Teran laughed along with them, but he saw nothing wrong with his behavior.

He assumed that people made such comments because they were comfortable joking around with him. He failed to realize that his lengthy conversations were becoming irritating to many of his colleagues.

## Chapter Two. The Cost of Talking Too Much

At Naver Corporate Services, a departmental meeting was held on the first Monday of every month. The director, department heads, and officers responsible for major projects attended these meetings.

That day, the company was scheduled to discuss an administrative crisis involving a major business organization called Raven Trading. The company had been experiencing persistent problems with employee attendance, payroll records, and supply management.

After the meeting began, Director Kervan addressed everyone.

"We need an effective plan to resolve Raven Trading's problems. Each of you should share your department's observations. Then we'll make a decision."

The head of accounting spoke first, identifying several specific discrepancies. The head of administration then explained the problems with employee attendance records.

The director turned toward Teran.

"What are your observations?"

Teran began, "Sir, the situation is actually quite complicated. If we examine the entire history of the problem, we'll see that administrative weaknesses aren't the only factor involved. Employee attitudes, management failures, technological limitations, financial irregularities, and certain leadership decisions are also connected. I don't think we should examine these problems separately. Instead, we need to bring everything under one coordinated framework. Because—"

Kervan interrupted him.

"What's your recommendation?"

Teran replied, "Sir, before presenting my recommendation, I need to explain a few things."

"Keep it brief."

Teran paused and then said, "First, employee attendance needs to be verified. Second, payroll records must be compared with attendance data. Third, a separate monitoring team should be established for supply management. Fourth, responsibility for the entire system should be assigned to one designated officer."

The director nodded.

"Now that's clear. Thank you."

However, Teran still wasn't ready to stop.

"Sir, I'd also like to mention a few additional points because there may be underlying causes of this problem that we haven't identified yet."

Kervan responded firmly.

"Let's give the next speaker an opportunity."

Teran fell silent.

After the meeting, he went to the director's office.

"Sir, I wasn't able to present several important parts of my analysis during today's discussion."

Kervan closed his file.

"We understood your main recommendations."

"Yes, but I wanted to provide a comprehensive analysis of the entire situation."

"Teran, remember something. Everyone needs an opportunity to speak during a meeting. When you make your comments too lengthy, you reduce the time available to others."

Teran replied, "I only speak for the good of the company, sir."

"I know that. But serving the company's interests also means respecting other people's time."

"Yes, sir."

Kervan continued, "You have professional skills. But you don't have to express every skill through words. Sometimes one clear decision is more effective than ten minutes of explanation. If you know how to solve a problem, state the solution clearly. Explain further if someone asks questions."

Teran nodded.

However, as he left the office, he thought the director might have been unusually busy that day and therefore unwilling to discuss the matter in greater detail.

He made no decision to change his behavior.

## Chapter Three. The Growing Distance

Over the following months, Teran noticed that his colleagues no longer wanted to spend as much time with him as they once had.

Whenever someone began discussing something and he approached, they would quickly end the conversation. If he stood nearby while someone was talking on the phone, that person would become occupied with something else as soon as the call ended.

One afternoon, Nemar and Kerum were discussing a project in the hallway.

Teran approached them.

"What are you two discussing?"

Nemar replied, "A report."

"What report?"

"The supply department's report."

Teran immediately said, "Oh, the supply department's report! I have quite a bit of experience with that department. I was responsible for supply management on a previous project. We faced similar problems back then. But I followed a particular method that worked very well."

Kerum said, "We're just checking a specific piece of information right now."

"What information?"

"The supply schedules for the past three months."

Teran responded, "That's a fairly simple task. But you can't just look at the schedules. You need to examine the company's relationship with suppliers, transportation times, warehouse capacity, financial transactions, and everything else."

Nemar glanced at his watch.

"We have something to take care of. We'll talk later."

The two men walked away.

Teran stood in the hallway for a while.

He felt that his colleagues were no longer as friendly as they used to be.

That evening, after returning home, Teran discussed the matter with his wife, Kerasha.

"You know, the people at the office have become rather strange lately."

Kerasha asked, "What's wrong?"

"They've all changed. Everyone used to talk to me. Now nobody seems to have time. Whenever I approach them, they suddenly become busy."

Kerasha remained silent for a moment before asking, "Do you think you talk too much with them?"

Teran looked surprised.

"Why shouldn't I talk to them? Is talking to coworkers a crime?"

"No, it isn't. But do you ever listen carefully to what they have to say?"

"I always listen."

Kerasha calmly asked, "Do you actually listen, or are you just thinking about what you're going to say in response?"

Teran didn't answer.

Kerasha continued, "When you talk to someone, you often start sharing your own experiences before they've finished speaking. Sometimes people simply want to talk about their problems. They don't always need lengthy advice."

Teran became irritated.

"Are you saying I talk too much?"

"I'm saying that while you talk, you also need to give other people a chance to speak."

"If you want people to consider you important, you have to communicate with them."

Kerasha replied, "Showing people that you value them and talking excessively are not the same thing."

Teran didn't continue the discussion.

However, his wife's words kept circling through his mind.

## Chapter Four. The Silence That Made Him Uncomfortable

A few days later, the company hired a new departmental coordinator named Kasher. He was around forty years old and had extensive administrative experience at several organizations.

After Kasher joined the office, Teran noticed that he spoke very little.

He answered when someone asked him a question. If he didn't know something, he investigated and provided an answer later. He avoided unnecessary comments during discussions.

One day, Teran visited Kasher's office.

"You're new here. It'll take some time to understand how things work."

Kasher replied, "That's true."

Teran waited.

Kasher said nothing more.

Teran started speaking again.

"I've been working here for quite a while. I'm familiar with the different departments. I have a good understanding of how each department operates, where problems usually arise, and whom you need to contact to get things done."

Kasher replied, "I'll ask for your assistance whenever necessary."

"Absolutely. I want us to maintain good coordination."

"I do too."

Teran began to feel slightly uncomfortable.

He was accustomed to receiving lengthy responses from other people. But Kasher spoke very briefly.

One day, Kasher was reviewing an important administrative report when Teran entered his office.

"Are you reviewing this report?"

Kasher replied, "Yes."

"I think there may be some problems with it."

"Which section?"

Teran mentioned several vague concerns.

Kasher listened carefully and then asked, "Have you identified any specific errors?"

Teran hesitated.

"Not specifically yet. But based on my experience, I suspect there are some inconsistencies."

Kasher replied, "Identify them, and I'll verify them."

Teran said, "I was actually trying to explain the whole situation."

Kasher calmly responded, "We can discuss the explanation later. Let's examine the facts first."

Teran left the office.

He felt that Kasher valued work more than words.

However, this ordinary observation became a new experience for Teran.

## Chapter Five. A Failed Interview

Naver Corporate Services decided to hire a new administrative officer. The position was important because the selected candidate would oversee communication between departments, information verification, and the implementation of organizational decisions.

Teran was appointed as a member of the interview panel.

The first candidate was an experienced administrative officer named Rudan.

Director Kervan asked, "If you discover that three departments working on a project aren't sharing essential information with one another, what would you do?"

Rudan answered, "First, I would identify the reasons behind the communication gap. Then I would meet with the people responsible and establish specific deadlines and reporting procedures."

Teran immediately asked, "Do you think establishing reporting procedures alone would solve the problem? In reality, employees sometimes submit reports that contain inaccurate information. Others may deliberately withhold information. Sometimes management instructions are unclear, and sometimes department heads fail to coordinate. How would you handle those situations?"

Rudan replied, "I would verify the information first and then take appropriate action."

Teran asked another question.

"How would you verify the information? Would you approach employees directly, or would you collect information through department heads? And what would you do if a department head were personally involved in the problem?"

Kervan interrupted.

"Give him a chance to answer one question at a time."

Teran fell silent.

After the interviews, the panel members gathered to discuss their opinions.

Teran said, "I think we should have asked the first candidate more questions. The second candidate gave good answers, but I believe we need to learn more about his management approach. Simply collecting information isn't enough. We also need to understand internal relationships, employee behavior, and administrative control."

Kervan replied, "Please submit your observations in writing."

Teran began explaining again.

After nearly fifteen minutes, the director said, "Teran, we've understood your opinion."

After the interview, Kervan told the head of administration, "Teran has experience, but he needs to learn how to ask questions more concisely."

That evening, Teran was sitting at his desk preparing the interview notes. Suddenly, he remembered how briefly the other candidates had presented their qualifications. Meanwhile, despite asking numerous questions, he had occupied a large portion of the panel's time himself.

For the first time, he wondered whether talking more really demonstrated greater competence.

## Chapter Six. A Crisis at a Major Company

Naver Corporate Services' largest client was Darven Industrial Group. The consulting firm advised the company on administrative operations across several factories, warehouses, and commercial offices.

One morning, Darven Group's chief administrative officer sent an urgent message.

A major discrepancy had been discovered between the recorded supply inventory and the actual warehouse stock. At the same time, delivery schedules for several products had been changed without any corresponding revisions in the approval documents.

Director Kervan called an emergency meeting.

Kasher, Teran, Nemar, and the head of accounting attended.

Kervan said, "We're short on time. We need to submit a preliminary report by tomorrow afternoon. Everyone should work according to their assigned responsibilities."

Kasher said, "We should first collect the original supply documents, warehouse inventory records, and approval logs."

The head of accounting replied, "We can provide the financial records."

Nemar said, "I'll contact the warehouse employees."

Teran added, "I think there may be something much bigger behind this problem. The delivery schedule changes, inventory discrepancies, and approval irregularities have occurred simultaneously. These could be separate incidents, but they could also be part of a coordinated plan. We need to understand the company's entire administrative structure first."

Kasher replied, "That's possible. But we shouldn't make decisions based on assumptions. Let's collect the documents first."

Teran said, "I'm not making assumptions. I'm simply identifying possible explanations."

Kasher responded, "Possibilities can guide an investigation, but they can't serve as the basis for a conclusion."

Kervan said, "All right. Everyone, get to work."

The meeting ended.

Teran returned to his desk and called several officers from different departments. He spent a long time talking to them, explaining the seriousness of the situation and asking some of the same questions repeatedly.

However, by the end of the day, he had not collected any verified information.

Meanwhile, Kasher collected three essential documents. He examined the dates, approving authorities, and revision times recorded in each document.

That evening, Kasher informed the director, "We've identified inconsistencies among three documents. I'll interview the relevant individuals tomorrow morning."

Kervan replied, "Good. Keep the written evidence ready."

Teran was still sitting at his desk.

He realized that despite spending the entire day talking to numerous people, he had made no specific progress on the investigation.

## Chapter Seven. The Right Questions

The following morning, Kasher met with the warehouse manager at Darven Group.

During the meeting, he asked three questions.

"When was the inventory last verified?"

"Who authorized the changes to the delivery schedule?"

"Where are the original copies of the revised documents stored?"

The warehouse manager answered each question.

Kasher requested documentary evidence for every answer.

After the meeting, Teran said, "You asked so few questions! I think there was a lot more information we needed to obtain."

Kasher replied, "I asked for the information we needed."

"But what if the man was hiding something?"

"Then his statements wouldn't match the documents."

"What if the documents themselves had been altered?"

"Then we'll examine the previous records, approval timestamps, and the activities of the people involved."

Teran remained silent for a moment.

Kasher opened three documents side by side on his computer.

"Look at this discrepancy."

Teran moved closer.

Kasher explained, "The first document lists twelve hundred units of the product. The second lists one thousand units. The third lists twelve hundred units again. However, the second document has no signature from an authorized officer approving the revision."

Teran asked, "Does that mean someone altered the document?"

Kasher replied, "We can't say that yet. First, we need to find out where the second document came from."

"I think this was planned."

Kasher said, "Write down your suspicion if you want. But don't include it in the report without evidence."

This time, Teran did not argue.

For the first time, he realized that asking the right questions was more important than talking at length when trying to discover the real cause of a problem.

## Chapter Eight. His First Attempt to Change

After that incident, Teran began observing his own behavior.

He tried to wait until others finished speaking before expressing his opinions. When someone asked him a question, he attempted to answer it directly. He also began controlling his tendency to provide unnecessary explanations.

However, changing an established habit was not easy.

One day, Kerum approached him with an accounting problem.

"Teran, I'm having trouble understanding one part of this calculation."

Following his old habit, Teran was about to say, "These kinds of accounting problems occur in many organizations. I once worked at a company where—"

Suddenly, he stopped himself.

"Which part don't you understand?"

Kerum pointed to the specific section.

Teran examined the calculation and said, "The number in the second row is incorrect. Check it against the original invoice."

Kerum replied, "Thank you."

Teran was surprised. It was possible to solve a problem with so few words!

From then on, he established several personal rules.

When someone spoke, he would listen first. When asked a question, he would answer it directly. He would explain further when necessary. He would avoid bringing up unrelated personal experiences during conversations.

Nevertheless, his old habits occasionally returned.

One day, Nemar said, "I'll be a little late to the office today."

Teran was about to ask, "Why? Where are you going? What do you have to do? You haven't done this before—"

But he stopped himself and simply said, "All right."

Later, Nemar explained on his own, "I need to pick up an urgent document."

Teran realized that not every question needed to be asked.

## Chapter Nine. Information Hidden Behind an Allegation

The problem at Darven Industrial Group gradually became more complicated.

The preliminary investigation revealed that warehouse inventory information had been modified using three separate computers. However, the approval was recorded under the name of an officer who had been on leave at the time.

The company's management suspected that someone inside the organization had deliberately altered the records.

Naver Corporate Services was now assigned the responsibility of preparing a comprehensive investigation report.

Director Kervan said, "This is an important assignment for our company. If the report is inaccurate, we'll lose the client's trust. Everyone must be careful."

Kasher became the investigation coordinator.

Teran was assigned the responsibility of identifying inconsistencies between documents and employee statements.

On the first day, Teran realized that this assignment was different from his previous experiences. He couldn't reach a conclusion simply by talking. Every statement had to be verified against evidence.

He asked an employee at Darven Group, "Were you present at the warehouse that day?"

The employee replied, "Yes."

"What did you see?"

"Two officers were working on a computer."

"Do you know their names?"

"I know one of them. I don't know the other very well."

Teran was about to ask what they were doing, how long they stayed, why they were there, and whose instructions they were following. But he stopped himself.

"Please tell me the name of the person you recognize. Would you be able to identify the other person?"

The employee replied, "Perhaps, if you showed me a photograph."

Teran wrote down the information.

He then collected statements from other employees.

One employee said the warehouse door had remained open for an unusually long time that day. Another reported that the password of one computer had been changed. A third said he had not seen the officer concerned at the office that day.

The statements did not entirely match.

Teran recorded each statement separately.

In the afternoon, Kasher approached him.

"Have you found anything?"

Teran replied, "I've interviewed four people. Two of them gave conflicting accounts of events during the same period. Another employee said the computer password had been changed."

Kasher asked, "Did you obtain the password-change record?"

"Not yet."

"Then we need to verify it."

Teran replied, "I'll contact the IT department."

Kasher nodded.

"Good."

Teran realized that he was no longer simply talking. He was collecting the information necessary to complete the investigation.

## Chapter Ten. Unauthorized Access at Night

On the third day of the investigation, the IT department provided the computer access and modification logs.

The records showed that someone had accessed a computer in the warehouse at 8:17 p.m. However, the employee attendance records showed that no authorized staff member had been present at that time.

Teran examined the records and called Kasher.

"I've found something important."

Kasher approached and examined the log.

"Which computer?"

Teran pointed to the specific identification number.

Kasher asked, "Who was assigned this computer?"

"The warehouse manager."

"Which account was used to access it?"

Teran showed him the relevant information.

Kasher silently examined the record for several seconds.

"This isn't the manager's personal account."

Teran said, "Does that mean someone else accessed it?"

"Possibly. But we need to establish the identity."

Teran suggested, "I think we should speak with the warehouse manager immediately."

Kasher replied, "First, let's confirm the source of the access with the IT department. Then we'll ask questions."

The IT department confirmed that someone had accessed the computer that night using a temporary administrative account. The account had been created three days earlier.

An officer from the administrative department had supposedly authorized its creation.

However, that officer denied giving any such authorization.

The investigation took a new direction.

This was no longer an ordinary accounting error. Someone had deliberately created administrative access to alter information.

Teran compiled all the information into a concise report.

At the end, he wrote:

"According to the available records, a temporary administrative account was used to access the warehouse computer at a specific time. There is a discrepancy between the account-creation authorization record and the statement provided by the officer concerned. Further verification is required."

Kasher read the report and said, "Well done."

Teran asked, "Should I add anything else?"

"No. At this stage, what we've established is sufficient."

Teran quietly returned to his desk.

In the past, he might have written several pages explaining the incident. Now he understood that excluding unverified statements was essential to maintaining the accuracy of an investigation.

## Chapter Eleven. Intentions Behind the Statements

The following day, Darven Industrial Group's chief administrative officer called an emergency meeting. The warehouse manager, head of accounting, an IT officer, and the Naver Corporate Services investigation team attended.

A Darven executive named Veram said, "We want to know who had the opportunity to alter our internal records. Several employees have already been accused."

Kasher replied, "It wouldn't be appropriate to hold anyone responsible based solely on accusations. We're examining the documents and access records."

Veram said, "But our company has suffered financial losses. Someone must be held accountable."

Teran had been listening quietly. Now he spoke.

"Before determining responsibility, we need to verify the actual amount of the loss, when the records were altered, and who was involved. Otherwise, there's a risk of holding the wrong person responsible."

Veram looked at Teran.

"Do you suspect anyone?"

Teran replied, "We've identified several irregularities. However, we haven't found conclusive evidence against any individual yet."

One of the officers present became irritated.

"Why are you taking so long? The situation is obvious. The warehouse manager is responsible."

In the past, Teran would have immediately engaged in a lengthy argument. This time, he simply said, "Your statement will be included in the record. However, any conclusion must be supported by evidence."

The officer responded, "Are you suggesting that I'm lying?"

Teran replied, "I didn't say that. We're simply examining whether your statement matches the records."

Kasher looked at Teran and gave a slight nod.

After the meeting, Kasher said, "You made all the necessary points today."

Teran smiled.

"In the past, I probably would have said much more."

Kasher replied, "Speaking less doesn't mean hiding your opinions. It means understanding which words are necessary at a particular moment."

Teran said, "I'm beginning to understand that."

## Chapter Twelve. The Hidden Authorization Document

On the fourth day of the investigation, an important piece of information emerged.

A digital copy of the authorization document used to create the temporary administrative account was stored on the IT department's server. However, the date on the digital copy differed from the date on the original authorization document.

The original document was dated the 12th. The digital copy showed the 15th.

Kasher told Teran, "Examine this discrepancy carefully."

Teran replied, "Yes. I'll compare the original document, the digital copy, and the attendance records of the officer concerned."

He placed the three documents side by side and began examining them.

First, he checked the signature on the authorization document. Then he examined the document's creation and modification timestamps. Finally, he collected the office access records of the officer concerned.

According to the records, the officer had not even been present at the office on the 15th.

Teran informed Kasher.

Kasher said, "There's still one unanswered question. Who uploaded the document?"

An IT officer explained that it had been uploaded from a computer in the administrative department. The computer was used by Verun, Darven Group's assistant administrative director.

The moment Verun's name came up, the investigation became more complicated.

He was an influential executive within the organization. Stronger evidence would be necessary before making any allegation against him.

The following day, Verun was called to a meeting.

Kasher asked, "An authorization document was uploaded from your computer on the 15th. What can you tell us about that?"

Verun replied, "I upload many documents. Which one are you referring to?"

Teran placed the document in front of him.

"This one."

Verun examined it for a moment.

"Perhaps my assistant uploaded it."

Kasher asked, "What's your assistant's name?"

"Revan."

"Did you instruct him to upload this document?"

"I don't remember."

Teran asked, "Did you examine the original authorization document?"

Verun replied, "I probably did."

"When?"

"I don't remember."

Teran asked no further questions.

Kasher concluded the meeting by saying, "Your statement has been recorded. We'll contact you again if necessary."

After the meeting, Teran told Kasher, "He repeatedly gave uncertain answers."

Kasher replied, "Uncertain answers aren't proof of wrongdoing. We need to verify his statements."

Teran nodded.

## Chapter Thirteen. Evidence Against the Previous Decision

During the investigation, Teran learned about an earlier incident.

Approximately six months before, the warehouse manager at Darven Group had raised concerns during an administrative meeting that the supply records for certain products were being altered. However, his complaint had not received serious attention.

The team obtained a written copy of the complaint and discovered that it mentioned three specific invoice numbers. Those numbers matched the three invoices containing discrepancies in the current investigation.

Teran was surprised.

He told Kasher, "This complaint was submitted six months ago, but no investigation was conducted."

Kasher asked, "Who received the complaint?"

"Administrative Director Verun."

"How was the complaint marked as resolved?"

Teran opened the document and showed him.

It stated that the complaint had been investigated and no irregularities had been found.

Kasher asked, "Where is the investigation report?"

Teran replied, "The document says a report was attached, but there's no such report in the file."

Kasher said, "That's important information. Obtain the preservation history of the original file."

Teran became even more careful about his work.

He was beginning to understand that every document could have a separate history. Looking at a piece of information in isolation would not necessarily reveal what had actually happened.

That evening, after finishing his work, he called Kerasha before leaving the office.

"I found something important today."

Kerasha asked, "What did you find?"

"The same irregularities had been reported six months ago. But the investigation report from that complaint is missing."

"What will you do now?"

"I'll examine the history of the original file."

Kerasha said, "You used to spend so much time talking about these things. Now it seems you're handling the work in a much more organized way."

Teran replied, "I've realized something. Finding the necessary information is more important than making everyone listen to me."

Kerasha laughed.

"It took you quite a while to figure that out."

Teran laughed too.

## Chapter Fourteen. A Second Chance to Prove Himself

In the middle of the investigation, another important meeting was held at Naver Corporate Services. Director Kervan wanted to know how far the Darven Group investigation had progressed.

Kasher gave a brief update.

"We've found connections between the previous complaint, the digital authorization, and the creation of the temporary account. However, we need two more pieces of information before determining final responsibility."

Kervan asked, "What information?"

"First, who modified the original file containing the previous complaint. Second, who instructed someone to create the temporary account."

Kervan turned toward Teran.

"What are your observations?"

This time, Teran didn't launch into a lengthy explanation.

He said, "The document resolving the previous complaint states that an investigation report was attached. However, that report is missing from the original file. Meanwhile, the creation date of the digital authorization copy doesn't match the date on the original document. I recommend examining the preservation history of both files."

Kervan replied, "Good. Submit that in writing."

Another officer asked, "Can we really reach a conclusion based on such limited information?"

Teran answered, "We can't reach a final conclusion yet. But we have enough information to determine what needs to be investigated next."

Kervan looked at Teran for a moment.

After the meeting, he called Teran into his office.

"I've noticed a change in you."

Teran asked, "What kind of change, sir?"

"In the past, you took a long time to explain a single issue. Now you get straight to the point."

Teran smiled slightly.

"I'm working on it, sir."

Kervan continued, "It's not just about speaking less. Your observations have also become clearer. But remember, you shouldn't avoid detailed explanations when they're genuinely necessary."

"Yes, sir."

"Keep up this improvement in your work."

Teran returned to his desk.

For the first time, he felt that someone was appreciating the accuracy of his words rather than the number of words he spoke.

## Chapter Fifteen. What Really Happened to the Records

Darven Group's IT department finally recovered the preservation history of the old files.

The records showed that the original report concerning the complaint submitted six months earlier had initially been stored in a separate folder. Later, it had been removed. Around the same time, a new comment had been added to the document marking the complaint as resolved.

The comment had been added by Assistant Administrative Director Verun.

However, the most important discovery was that a copy of the original report had been created before it was deleted. That copy was found on the computer in the warehouse manager's private office.

The warehouse manager was called in again.

Kasher asked, "Did you save a copy of the complaint six months ago?"

He replied, "Yes. After submitting the complaint, I was informed that the matter had been investigated. But I asked to see the original report, and they refused to show it to me. That's why I kept a copy for myself."

Teran asked, "Why didn't you report the matter to higher management at the time?"

The warehouse manager replied, "I did. But I was told not to question administrative decisions."

Kasher asked, "Do you have any written communication from that period?"

"Yes. I have several emails."

After examining the emails, the team discovered that Verun had instructed the warehouse manager not to raise the complaint again.

Another document was subsequently recovered. It showed that part of the financial difference created by the altered supply records had been transferred to the account of an outside supplier.

Verun had a private business relationship with that supplier.

The investigation was now becoming much clearer.

However, Kasher said, "We'll still verify every piece of evidence separately. Having a business relationship doesn't automatically prove wrongdoing. We need to examine the financial transfers, authorizations, and related communications together."

Teran replied, "I'll organize all the information chronologically."

Kasher said, "That's exactly what we need right now."

## Chapter Sixteen. The Final Meeting

On the tenth day of the investigation, Naver Corporate Services completed the comprehensive report.

Five major findings were listed separately.

First, the warehouse inventory records had been altered multiple times.

Second, unauthorized access had been obtained through a temporary administrative account.

Third, the original report concerning an earlier complaint had been removed.

Fourth, a comment had been added to the complaint-resolution document without a corresponding investigation report.

Fifth, the altered supply records were linked to a financial transfer to an outside company.

Copies of all original documents, digital records, statements from the individuals involved, and financial transaction details were attached to the report.

The final meeting was held at Darven Group's headquarters.

Verun and the other relevant executives were present.

Veram said, "We've received the comprehensive report. Now we'd like to hear the statements of the individuals concerned."

Verun replied, "This report is one-sided. I wasn't given a proper opportunity to defend myself."

Kasher said, "Your statement was collected several times. Every explanation you provided has been included in the report. If you have any additional documents, we'll examine those as well."

Verun responded, "This was done because of personal hostility toward me."

Teran had remained silent until then. Now he spoke.

"Your statement is being recorded. However, the report also identifies discrepancies between your statements and the digital records, original documents, and financial transaction details. If you can identify an error in any specific document, we'll examine it again."

Verun said, "You're talking so much, but you're not giving any importance to what I'm saying."

Teran replied, "Your statement is being taken seriously and compared with the available records. However, an individual's statement cannot be accepted as a substitute for evidence."

Silence fell over the room.

Veram reopened the report.

He said, "We'll refer this matter to the company's internal investigation committee. A financial audit and legal action will be considered as necessary."

The meeting ended.

On the way back, Kasher told Teran, "You presented your points very well today."

Teran replied, "In the past, I probably would have gotten into a lengthy argument with Verun."

Kasher said, "Winning an argument doesn't establish the truth. When you have evidence, that is enough."

Teran looked out the window.

He felt that the events of the past few days had significantly changed the way he thought.

## Chapter Seventeen. A New Assessment at Work

After the successful completion of the Darven Group investigation, Director Kervan called a meeting with the employees of Naver Corporate Services.

He said, "The Darven Group investigation was an important experience for our company. The assignment was completed on time, with all the necessary documentation."

He praised Kasher and then turned toward Teran.

"Teran played a particularly important role in gathering information and identifying inconsistencies."

Teran lowered his head slightly and thanked him.

Kervan continued, "I hope this standard of work will be maintained in the future."

After the meeting, Nemar approached Teran.

"You've really changed."

Teran asked, "What kind of change?"

"Before, you'd tell us the entire history of something when we asked you a simple question. Now you just give us the information we need."

Teran smiled.

"I finally understood why you were getting annoyed."

Nemar said, "We never wanted you to stop talking altogether. We just wanted everyone else to have an opportunity to participate in the discussion."

Teran replied, "I understand that now."

Kerum joined them.

"Before, whenever I couldn't understand an accounting issue, I hesitated to approach you. I thought I'd have to listen to more explanations than I'd need to solve the problem."

Everyone laughed.

Teran laughed too.

But this time, he didn't offer a lengthy defense of himself.

He simply said, "You were right."

## Chapter Eighteen. A New Responsibility

A few weeks later, the company's board of directors decided to create a new position called Head of Project Evaluation and Coordination.

The position required someone who could analyze information from different departments, identify problems, and prepare concise, accurate reports for management.

Kervan submitted the names of both Teran and Kasher for consideration by the board.

The board members reviewed their performance.

Kasher had extensive experience. Teran was also experienced, but his recent performance during the investigation had attracted particular attention.

During the interview, one board member asked Teran, "Suppose you receive detailed information about a company's problems, but the director gives you only two minutes to present it. How would you handle the situation?"

Teran replied, "I'd begin by explaining the nature of the problem. Then I'd identify the verified causes, potential losses, and recommended solutions. Any additional information could be provided in an accompanying report."

The member asked again, "Do you think it's possible to explain everything in a brief presentation?"

Teran replied, "Not everything. But it's possible to clearly present the essential information needed to make a decision. The supporting details can be included in a separate document."

Another member asked, "What would you do if an officer disagreed with your assessment?"

Teran answered, "I'd listen to that person's position first. Then I'd explain my own position using relevant information and evidence."

The interview ended.

A few days later, the board announced its decision.

Teran was appointed Head of Project Evaluation and Coordination.

Holding the appointment letter, he sat silently for a moment.

Once, he had believed that talking more would make people consider him important. Yet the main reasons behind his new appointment were the accuracy of his statements, his ability to observe problems, and his skill in presenting information.

## Chapter Nineteen. A Different Man at Home

After receiving his new responsibilities, Teran's daily life began to change as well.

Previously, when he returned home, he would describe the day's office events at great length. He rarely allowed Kerasha to speak before finishing everything he wanted to say.

Now, when he returned home, he first asked about her day.

One evening, Kerasha said, "I want to tell you something."

Teran replied, "Go ahead. I'm listening."

Kerasha began describing a problem at her workplace. One of her colleagues had taken credit for her work and submitted it under his own name. She was understandably upset.

In the past, Teran would immediately have explained how to file a complaint, whom to approach, how to collect evidence, and why such problems occurred in workplaces.

But this time, he listened quietly.

When Kerasha finished speaking, Teran asked, "Do you want me to suggest a solution, or did you just want to tell me what happened?"

Kerasha looked surprised.

"I just wanted to tell you about it today."

Teran replied, "All right. I've heard you."

Kerasha smiled.

"You really have changed."

Teran said, "I used to think helping someone required a lot of talking. Now I understand that sometimes simply listening attentively is enough."

Kerasha replied, "People don't always want advice. Sometimes they just want someone to listen and take their words seriously."

Teran nodded.

That night, he realized that in family relationships, just as in the workplace, attention was often more valuable than the number of words spoken.

## Chapter Twenty. Meeting an Old Friend

A few months later, Teran met his old friend Ragum at a business conference. Both of them were attending the event.

Ragum greeted him.

"It's been a long time. How have you been?"

Teran replied, "I'm doing well. How about you?"

"Good. I heard about your recent promotion."

"Yes, I've had the new responsibility for a little while."

Ragum said, "Something about one of your old habits just came to mind."

Teran smiled.

"Which habit?"

"You used to talk so much about even the simplest things that sometimes we forgot what the original discussion was about."

Teran replied, "That's true."

Ragum looked surprised.

"You're admitting it yourself?"

"Of course. Back then, I thought talking more would make people give me greater importance."

Ragum asked, "What do you think now?"

Teran answered, "Now I think that if you want people to feel valued, you need to listen to them first. You need to understand whether your own comments are necessary. And if something doesn't need to be said, it's better to leave it unsaid."

Ragum said, "You've changed quite a bit."

Teran smiled.

"If I hadn't changed, I might still be stuck in the same place."

The two men entered the conference hall.

Executives from different organizations were discussing their professional experiences. Teran joined one of the discussions, shared his observations, listened to others, and asked relevant questions.

After the discussion, an executive approached him.

"Your presentation was very clear. I especially liked how you explained the difference between the root cause of a problem and its solution."

Teran thanked him.

Ragum had been standing nearby and had heard the entire conversation.

He turned toward Teran.

"Now I understand why people listen to you."

Teran replied, "Whether people listen to me is no longer my main concern. What matters more is whether what I say is useful."

## Chapter Twenty-One. The Misinterpretation of Silence

After Teran changed his behavior, some of his colleagues began treating him with greater respect. However, not everyone interpreted his transformation in the same way.

One day, during a company meeting, an officer remarked, "Teran doesn't talk much anymore. I wonder if he's lost his enthusiasm."

Another added, "He used to give his opinion on everything. Now he just sits quietly."

Teran heard their comments.

He understood that some people interpreted silence as ignorance or a lack of interest.

The following day, he had an opportunity to clarify the matter during an important project meeting.

The project director presented a proposal. However, the document contained several financial discrepancies. Although some of the other attendees noticed them, nobody said anything.

Teran examined the document and spoke.

"There's a discrepancy between the expenses listed on the second page and the total amount shown on the final page."

The director asked, "How much is the difference?"

Teran identified the exact figure.

"Forty thousand units have been left out of the calculation."

The director examined the document again.

"You're right. We need to find out how this happened."

Teran said, "I recommend comparing this calculation with the original expense sheet before approving the proposal."

An officer at the meeting asked, "Why didn't you mention this earlier?"

Teran calmly replied, "I only had the opportunity to examine the document in detail just now. I reported the error as soon as I noticed it."

After the meeting, the director said, "Even though you avoid unnecessary discussions, you're still identifying important issues at the right time. That's exactly what we need."

Teran realized that silence did not always mean remaining quiet. It meant maintaining enough focus and judgment to speak when necessary.

## Chapter Twenty-Two. Preventing a Major Mistake

One day, Naver Corporate Services received a proposal for a new business contract. The proposal appeared extremely profitable, but its terms were quite complicated.

Director Kervan assigned Teran the responsibility of reviewing it.

Teran first read the entire contract. Then he examined the financial terms, liabilities, deadlines, and termination clauses separately.

One particular clause caught his attention.

It stated that if the contract were terminated, Naver Corporate Services would have to pay a substantial amount in compensation. However, the other party's liability was limited.

Teran made a note of the issue.

The following day, he informed the director.

"One clause in this contract needs to be revised."

Kervan asked, "Which clause?"

Teran pointed to the specific section.

"Under this condition, terminating the contract would place a disproportionate financial burden on our company. The other party doesn't have an equivalent level of responsibility."

Kervan asked, "Has this been discussed with the legal department?"

"No, not yet. I recommend that we don't approve the contract until the legal department has reviewed it."

Kervan examined the contract again.

"You're right. This is important."

The legal department reviewed the document and confirmed that leaving the clause unchanged could expose the company to significant financial losses.

The contract was returned for revision.

Later, the director told Teran, "If you hadn't identified this issue, our company could have suffered a major loss."

Teran replied, "Reviewing the contractual terms was part of my responsibility, sir."

Kervan said, "You fulfilled that responsibility, but you also did it with the attention it deserved. That's what matters."

Teran returned to his desk.

He understood that when a concise statement was supported by proper preparation, its value could be enormous.

## Chapter Twenty-Three. The Final Test

A year passed.

Teran was now involved in important decision-making processes at the company. Officers from different departments regularly approached him for advice. He listened to them, examined the relevant information, and offered his opinions when necessary.

However, one day, a situation arose that gave his old habit an opportunity to return.

A serious allegation of financial irregularities emerged during one of the company's projects. The accusation came from a junior officer, who claimed that a department head had included a particular expense in the accounts without obtaining the necessary approval.

The department head denied the allegation.

Director Kervan told Teran, "Investigate the matter. But remember that both sides deserve to be heard."

Teran began the investigation.

First, he listened to the complainant. Then he obtained the department head's statement. After that, he examined the original expense documents, approval records, and bank transactions.

Within three days, he discovered that part of the allegation was true. The expense had been entered into the records before receiving approval. However, there was no evidence of embezzlement.

Teran prepared a report.

The confirmed part of the allegation, the inaccurate claims, and the limitations of the available evidence were clearly identified in separate sections.

After reading the report, the director asked, "Do you think the department head deliberately committed this violation?"

Teran replied, "At this point, there's no information proving intentional misconduct. However, the records clearly show that the expense was entered before approval."

Kervan asked, "What do you recommend?"

Teran answered, "First, no expense should be entered into the accounts without approval. Second, the responsibilities of the employees involved should be determined. Third, a dual-verification system should be introduced to prevent similar incidents in the future."

Kervan asked, "And what action should be taken against the department head?"

Teran replied, "We've obtained his initial statement. If new evidence emerges, it can be considered. We shouldn't impose disciplinary action based solely on an allegation."

The director remained silent for a moment.

Then he said, "Submit your report for approval."

Teran completed his work.

Through this incident, he understood that speaking concisely was important, but maintaining fairness in one's statements was even more important. Brief statements leading to incorrect decisions had no value. Likewise, lengthy explanations without accurate information were ineffective.

## Chapter Twenty-Four. The True Meaning of Evaluation

The day of Naver Corporate Services' annual performance review arrived.

Director Kervan reviewed the work of every department. The discussion covered employee competence, responsibility, punctuality, and the ability to implement decisions.

When Teran's name came up, Kervan said, "Over the past year, Teran has demonstrated significant improvement in his performance. In particular, his ability to analyze problems, present information, and distinguish essential details for decision-making has improved."

He continued, "An officer's value isn't determined solely by how much he can talk. The accuracy of his statements, their relevance, and the effectiveness of his work are equally important."

Teran listened with his head slightly lowered.

After the meeting, Kervan called him into his office.

"Teran, do you remember the early days of your career?"

"Yes, sir."

"Back then, you wanted to make lengthy comments in almost every discussion."

Teran smiled.

"Yes, sir. I thought talking more would make people take me more seriously."

Kervan asked, "What do you think now?"

Teran thought for a moment before replying.

"Now I believe that I don't need to speak at every opportunity to establish my importance. I need to demonstrate my value through my work, decisions, and the accuracy of my statements."

Kervan said, "That's a good realization."

Teran replied, "But I'm still learning, sir. I can't always judge whether something needs to be said. I still make mistakes sometimes."

Kervan said, "Making mistakes is normal. But continuing the same behavior after recognizing a mistake isn't right."

Teran replied, "I'll keep trying."

## Chapter Twenty-Five. Before a New Generation

A few days later, several new officers joined Naver Corporate Services. Teran was assigned to address them during their orientation meeting.

The new employees were seated in the conference room. Teran stood on the stage and looked toward them.

In the past, during this kind of meeting, he would have started talking about his experiences, career history, and stories from different organizations. But today, he decided to approach the speech differently.

He said, "You've joined this organization with new responsibilities. It will take some time to understand how everything works. If you encounter a problem, ask the appropriate person. If you don't understand something, verify the information. Perform your responsibilities properly. And remember one important thing: listen carefully to what other people have to say."

One of the new officers asked, "Sir, how can someone establish themselves professionally in the workplace?"

Teran replied, "Learn your job well. Fulfill your assigned responsibilities. Make decisions based on reliable information. Admit your mistakes. And when presenting your opinions, clearly explain the points that are relevant to the situation."

Another officer asked, "How can we make our presence more valuable during meetings?"

Teran said, "Not by simply talking more. Come prepared with knowledge of the subject. Listen to others. Ask relevant questions. If you know how to solve a problem, explain the solution clearly."

Another officer asked, "What if nobody listens to us?"

Teran answered, "First, examine whether your statement contains useful information. Then present the matter at the appropriate time and in the proper way. There's no need to repeat the same statement over and over just to make people listen."

The meeting ended.

Several new employees approached Teran and thanked him.

One of them said, "Your speech was brief, sir, but the points were very clear."

Teran smiled.

"That's what matters."

## Chapter Twenty-Six. Letting Actions Speak

Toward the end of the year, Naver Corporate Services received responsibility for a major administrative project. The project involved coordinating employee management and financial records across several business organizations.

A special meeting was called to develop the initial project plan.

The director, department heads, accounting officers, and newly appointed employees attended.

Kervan said, "We need a plan that can actually be implemented. Everyone should present their recommendations."

One officer said, "We need to purchase new software first."

Another disagreed.

"No, we should train the employees first."

A third officer added, "I think we need to create a new administrative structure."

The discussion gradually became lengthy. Everyone began presenting arguments in support of their own proposals.

Teran listened to all of them.

Then he spoke.

"We need to consider three tasks together. First, we must collect information about the existing problems. Then we can determine whether new software is necessary. At the same time, we should prepare an employee training plan. Purchasing software without understanding the current situation could lead to unnecessary expenses."

Kervan asked, "How long will it take to get started?"

Teran replied, "Seven days for the initial information gathering. Then another five days to determine the requirements. After that, we can prepare the implementation plan."

"Who will be responsible?"

Teran proposed three officers, one from each department.

"Each department will have a designated officer responsible for its part. I'll coordinate the entire project."

Kervan said, "Submit the plan in writing."

Teran replied, "Yes, sir."

The meeting ended.

Nobody became involved in unnecessary arguments. Everyone understood their responsibilities and left.

On his way home that evening, Teran reflected on his transformation. Once, he had spent a long time speaking during ordinary meetings just to prove his presence. Now, he could develop a complete work plan by making only a few precise statements.

This change wasn't artificial silence. It was a process of gaining control over his thoughts, time, and communication.

## Chapter Twenty-Seven. The Words That Need to Be Spoken

One evening, Teran was searching through some old notes. As he opened a drawer in his desk, he found a diary from the early days of his career.

Several pages contained notes about how to gain acceptance from others, establish his opinions during discussions, and demonstrate his knowledge in front of people.

One page contained the following statement:

"Never remain silent during a discussion. The more you express your opinions, the more importance people will give you."

Teran read the sentence and remained silent for a while.

Then, beneath the old statement, he wrote something new:

"Expressing your opinions is important, but understanding whether they are necessary is even more important. Listening to others, verifying information, and saying the right thing at the right time are signs of maturity."

The following day, he placed the diary in his desk drawer at the office.

That afternoon, a new officer approached him with an administrative problem.

"Sir, I'd like to ask you something."

Teran replied, "Go ahead."

The officer explained the problem. Teran listened carefully, asked a few questions, and then provided a specific solution after understanding all the relevant information.

The officer said, "Thank you, sir. Everything is clear now."

Teran replied, "If you have any further questions, let me know."

The officer left.

Teran returned to his work.

He felt that he had once believed a person's value depended on the number of words he spoke. Now he understood that the value of someone's words depended on their relevance, accuracy, and practical usefulness.

## Chapter Twenty-Eight. The Final Realization

One evening, after finishing his work, Teran went up to the rooftop of the office building. Below him stretched the busy streets of Khalabest City. Countless vehicles moved along the roads. People were occupied with their daily responsibilities. Some were talking to one another, some were giving instructions over the phone, and others were engaged in lengthy discussions.

Teran stood beside the railing and looked out over the city.

One of the beliefs he had held early in life no longer seemed acceptable to him.

He had once believed that the more a person talked, the more acceptance he would gain from others. If someone responded to one statement with ten more, he could increase his own importance. People who remained silent were often considered weak or ignorant.

But his professional experiences had shown him a different reality.

He had seen how excessive talking could sometimes obscure the main subject of a discussion. Unnecessary explanations wasted people's time. Interrupting others created distance in relationships. Repeatedly bringing up personal experiences eventually made people lose interest in listening.

On the other hand, he had also discovered that a single accurate statement could communicate essential information. A well-framed question could reveal the real cause of a problem. Listening attentively could prevent many misunderstandings.

The meaning of silence had changed for him.

Remaining silent didn't mean being incapable of expressing an opinion. Likewise, talking excessively didn't necessarily demonstrate knowledge or competence. Sometimes people needed to speak, sometimes they needed to listen, sometimes they needed to ask questions, and sometimes they needed to keep their statements brief.

Teran opened a note on his phone.

He wrote:

"There's no need to speak at every moment just to establish your importance in the eyes of others. Competence can be demonstrated through work. You can listen carefully to what others have to say and present essential information clearly. The number of words a person speaks doesn't determine their worth. The accuracy of their words, the quality of their work, and the maturity of their behavior reveal who they truly are."

After saving the note, he put his phone in his pocket.

Then he slowly walked down from the rooftop.

There would be another meeting at the office the following day. Various subjects would be discussed. Teran would participate, express the necessary points, listen to others, and fulfill his responsibilities.

He no longer felt compelled to prove himself in every discussion.

He had learned that gaining acceptance from others depended more on the quality of one's words than on their quantity. Someone who knows how to say the right thing at the right time doesn't lose credibility simply because their statements are brief.

On the other hand, someone who talks merely for the sake of talking can lose the main point even in the middle of a lengthy explanation.

Teran no longer participated in the competition to see who could talk the most. Instead, he tried to maintain a balance between his work, thoughts, and communication.

The man who once believed that ten statements could increase his importance had finally learned the value of one accurate sentence.

## Chapter Twenty-Nine. The Value of a Single Sentence

A few days later, during an important company meeting, Teran was asked to provide an update on a project.

He stood up and said, "Eighty-five percent of the scheduled work has been completed. There are two main obstacles remaining: one financial approval and one technical verification. We believe both can be completed within the next seven business days."

Director Kervan asked, "Are there any additional problems?"

Teran replied, "There are no significant problems at this time."

"Good. Proceed according to the plan."

His presentation ended after only a few sentences.

After the meeting, a new officer approached him.

"Sir, I'd like to learn how to communicate the way you do. How do you explain things so clearly in so few words?"

Teran thought for a moment before replying.

"First, understand the subject thoroughly. Then identify the information your audience needs to know. Leave out unnecessary details and present the main point. However, if someone asks for more information, don't hesitate to explain further."

The officer asked, "Does that mean we should always speak less?"

Teran replied, "No. Always speaking less isn't necessarily the right approach. When a subject requires a detailed explanation, you should provide one. But when a single sentence is sufficient, there's no need to use ten. The important thing is to adjust the length of your statements according to the situation and the actual need."

The officer thanked him and left.

Teran returned to his office.

He felt that he had finally learned to apply an important lesson in his life. In the past, he had wanted to demonstrate his knowledge in front of others. Now, he wanted to put that knowledge to practical use.

He once wanted people to listen to him. Now, he wanted his words to be useful to them.

He once responded to other people's statements by bringing up his own experiences. Now, he first tried to understand what the other person was actually trying to communicate.

This transformation had created a new balance in his professional life, his relationships with colleagues, and his family communication.

His realization was now clear. A person doesn't need to speak at every moment to increase their value in the eyes of others. There's no need to announce one's presence through unnecessary statements. Instead, a person can establish their position through the quality of their work, clarity of thought, consideration for others, and accuracy of communication.

The ability to speak is a skill. But understanding when to speak, how much to say, and when to listen carefully to others is an even more important skill.

Teran knew that he was still learning. A person's thoughts, behavior, and communication skills don't become perfect overnight. However, he no longer increased the number of words he spoke simply to prove his importance.

One thing mattered most to him now: whatever needed to be said should be clear, accurate, and meaningful. (The End) ©️All Right Reserved by Junayed Ashrafur Rahman

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