If an organization desires a more inclusive culture, meetings are the place to start. But, from what we’ve seen, executives often miss the mark. Our 2012 study of 360-degree feedback collected from over 1,000 female executives told us why some people feel shut out in meetings. We learned that women are often uncomfortable speaking up and are more than twice as likely to be interrupted in group dialogue — particularly in industries and organizations that are male dominated.
Our more recent coaching experiences reveal that men from minority groups feel similarly. If organizations fail to address this issue, women and minorities will remain on the periphery, and creativity and innovation will suffer.
Setting a diverse workforce up for success requires a commitment to the practices of inclusion. We coach leaders to focus on three key areas: 1. CUSTOMS
Focus on structural behaviors that make people feel comfortable, such as sending a premeeting email to inviting attendees to come “ready to share as well as listen.”
Leaders should demonstrate “gracious authority” — a polite demeanor that nonetheless leaves little doubt about who is in charge. Welcome people by name as they enter the meeting room, and make sure the seating accommodates everyone.
During the meeting, let people know they can speak openly and offer dissenting opinions without fear of retribution. If you have introverts in the room, start with a brief round robin activity that helps the attendees get to know one another better. 2. CONDUCT
Leaders need to manage conduct. In many cases, one alpha individual dominates the conversation. In other cases, there’s a group of allies who support the same ideas and speak up inordinately, drowning out differing viewpoints.
It’s your job to step in. Here’s how:
— Set clear ground rules and stick to them. This puts offenders on notice and makes all those in attendance aware of their rights and responsibilities.
— Watch for dominators and interrupters. If someone tries to control the dialogue, interject and redirect the conversation back to the broader group.
— If someone is interrupted, step in quickly. You might say, “Back up. I’m intrigued by what Luke was telling us. Luke, can you finish your thought?” 3. COMMITMENT
Most organizations have already committed to diversity in hiring practices and creating diverse teams. The same needs to happen for inclusion. If you’re a leader, start with yourself:
— Explicitly define inclusivity.
— Be clear and transparent about what it looks like in meetings.
— Model the behavior you expect to see from others.
— Hold teams accountable for following through every time.
Leading an inclusive meeting is a skill you have to develop and refine. Find out what’s working and what isn’t by asking your team members for feedback — either at the end of your meetings, or with an email or app that allows anonymity.
Meetings have morphed over the years. Yet they’re still the prime venue to build and foster a fully inclusive culture that engages and equips people to do their very best at work. As a leader, it’s your job to make sure they do.
