Most of us can recall a time where we have been in a meeting and have not felt empowered or comfortable to contribute. We may have had a seat at the table but have struggled to find our voice. Perhaps there was a dominant leader who saw the meeting as simply an opportunity to talk; or maybe there was a group of ‘likeminded’ workers who controlled the narrative.
Irrespective of the reason or intent, meetings that are non-inclusive do substantial damage to workplace culture and understandably leave some workers feeling undervalued, not wanted or superfluous to the agenda.
Inclusive meetings are integral to every workplace. An inclusive meeting is one whereby each person feels like they have the confidence, opportunity and safe space to participate. Regardless of whether the meeting is online or in person, inclusive meetings not only welcome diversity or thought – they embrace it.
Some thought leaders believe that if an organisation is serious about an inclusive culture, then generating inclusive meetings in the first place to start. There is significant research that draws a close link between diverse and inclusive organisations and those that are successful, financially strong, innovative and collaborative. Perhaps most importantly, when meetings are inclusive; psychological safety increases significantly which contributes to a high performing team.
However, generating successful inclusive meetings means leaders need to be committed to the practices of inclusion and be ready to ‘call out’ behaviours that derail it. Some leaders believe that simply inviting different sub groups of employees to a meeting is achieving inclusion. It is not.
Inviting a cross representation of employees to a meeting is simply achieving diversity in attendance. Consider it like this: “Diversity is being invited to the party; but inclusion is being invited to dance.” Diversity is about variety in representation and inclusion is about engagement.
Quite simply, inclusion is not a numbers ticking game. Inviting two female apprentices to a manufacturing leadership meeting is not enough. Their value is not in the seat that they are warming, it is in their contribution and diversity of thought and perspective. The bottom line is truly inclusive meetings help ALL participants to feel valued, respected and listened to.
Furthermore, it is not a secret that organisations that successfully adopt tangible inclusion principles generally experience higher levels of engagement, innovation, productivity and retention. Achieving inclusion in meetings is about firstly recognising where the issues are and being purposeful and committed to the practices of inclusion.
Many businesses put huge resources into ensuring that the workplace is physically safe for all. This is of course a requirement and there is no question that it is imperative for every workplace. But are we placing the same focus on psychological safety?
Psychological safety should be a baseline expectation for all employees. Each worker should be able to enter a meeting and know that they are in an environment where they will be safe to express themselves and share ideas and concerns. Employees need to feel respected, valued and welcome to contribute their diverse thoughts and experiences. Generating practices that ensure psychological safety must be the first port of call.
It is common for there to be a focus on who is in the meeting, but the real question is who is missing? Is the Gen Y & Z leadership team making decisions about a transition to retirement program? Wouldn’t it be best to invite representatives from this demographic to gain the richness of their insights? Is the ‘all male senior team’ making key decisions around the organisation’s return to work policy after parental leave? Wouldn’t this policy benefit from including some workers who would access it?
Further than ensuring the right ‘category’ of employee is in the meeting, it is about understanding that if the meeting is not diverse – you run the risk of ‘group think’ mentality.
If the same employers are allowed to dominate the narrative each team meeting, the leader is not upholding their responsibility to create a psychologically safe and inclusive environment. It is usually the same type of employee that is more likely to experience interruptions or feel less confident to speak. For example, studies show that in meetings that are male dominated – female workers are less likely to feel that they have the same opportunity to be heard and included.
Focus on setting up structural behaviours in meetings where employee understand their role to listen is just as important as their desire to share. Look for ‘like-minded’ dominance or where there are groups of allies. Create the space for all employees to participate and look for who has not had a voice.
Watch for serial interrupters and firmly but fairly address the behaviour. For example, “I am going to ask you to stop there Mike as I feel the group will benefit from hearing Sarah’s insights on this”.
Inclusivity and collaboration starts well before the meeting time. There is a strong increasing trend for leaders to abandon the desire to simply send out their pre-determined agenda and instead engage with participants prior to understand:
If the agenda is sent out 30 minutes prior to a meeting – that may serve the extraverts well, but that does not position all employees to adequately reflect on what they would like to contribute. Given that there are already so many hurdles to ensure that everyone feels heard, doesn’t it make sense to provide each participant time to understand the intent and content of the meeting?
Increasingly, organisations are moving to this strategy as there is strong evidence that employees who have the opportunity to reflect on the agenda feel more confident to contribute. In addition, employers experience higher levels of collaboration.
Let’s face it – some people schedule meetings about meetings. There may have been a monthly production meeting since 1996 – but are they still relevant? To establish meetings that are inclusive, you need to have a purpose that makes sense and delivers benefit. Be clear with each participant if the intent is to disseminate information, generate ideas, resolve an issue or make a decision. When everyone understands the goals – it encourages inclusive behaviours that serve the intent.
Of course the leader or facilitator is empowered to ‘manage’ the meeting; but aren’t we wanting to operate in an adult environment where employees are empowered to make appropriate choices? There will always be scenarios where leaders will need to exert some direction, but ultimately inclusive meetings need employees to want to step up and be someone else’s champion. Work to create a safe space where the ‘bystander’ effect is in full swing. Ideally, when Tim feels that Jessica has not been heard, he can step in and step up. For example, “I notice that Jessica has not yet been given the space to share her thoughts and I would ask the group that we give her the opportunity to do so.”
Employees that feel heard and included may never have considered what it is like to feel like a spectator in a meeting where there is a lack of confidence to contribute. Leaders are encouraged to consider what power dynamics may be at play and how this could impact employee engagement. Furthermore, the meeting facilitator needs to reflect on what power they hold in the meeting and their responsibility around intervening when inclusivity falls to the curb.
We know that inclusive meetings positively shape business outcomes, produce more effective problem solving and increase overall employee engagement; but are we really capitalising on the opportunities of a group rich in experiences and backgrounds? Perhaps today is the day to show some vulnerability in leadership and reflect on what you can do better to lead with inclusivity.
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Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.
