People who ask questions tend not to be cut off as often as speakers who don't.
If you get the floor and are still sounding out an idea in front of a group, consider whether contributing is a valuable use of everyone's time. There are of course people who talk forever and interrupt everyone else to make it about them, and it's because they need personal development. It's on the senior-most person there to interrupt them and redirect the flow of the discussion.
However, if that person going on and on is the most senior person, then sitting there and listening and humouring them is your job.
I completely disagree. If you're running a meeting, you're accountable for keeping that meeting on the rails. If that means cutting off someone senior and getting the meeting back on track, or asking them to stay focused, or redirecting the conversation to let others speak, then that's what you need to do.
Seniority is a matter of job description. My job as a senior engineer involves driving alignment on the design and implementation of features. When I run meetings, they have an agenda and concrete outputs. If someone derails the meeting, I will politely but forcefully run them over. When that bubbles up into an interpersonal conflict, as it sometimes does, I'm again, polite but forceful.
I know what my job is, and I hold myself accountable for getting it done.
The only time I've been openly rude to someone was a Senior Principal at AWS who thought derailing 12+ engineer meetings to rant about unrelated topics was an acceptable use of time. The rudeness was probably uncalled for, but it got the job done and was (surprisingly) well received.
But it would be even better if you could do that job, AND not make people feel shitty / mad / disrespected in the process.
As someone who struggles with this, getting the "emotional layer" right, on top of the base objective of doing your job, is sort of the next level of competence you might think how to achieve.
This is a good approach. What I try do is think of a question that highlights (what I perceive to be) the flaw in the "loud mouths" position, ask it, then let them defend themselves. This also requires me to be precise and well thought in my own position, which is not always easy.
If you get the floor and are still sounding out an idea in front of a group, consider whether contributing is a valuable use of everyone's time. There are of course people who talk forever and interrupt everyone else to make it about them, and it's because they need personal development. It's on the senior-most person there to interrupt them and redirect the flow of the discussion.
However, if that person going on and on is the most senior person, then sitting there and listening and humouring them is your job.