{"id":26599,"date":"2023-03-07T11:31:50","date_gmt":"2023-03-07T11:31:50","guid":{"rendered":"https:\/\/benelux.vps.buzztestserver.co.uk\/?post_type=resources&p=26599"},"modified":"2024-09-04T11:02:47","modified_gmt":"2024-09-04T09:02:47","slug":"10-ways-to-make-meetings-more-inclusive-and-effective","status":"publish","type":"resources","link":"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/resources\/10-ways-to-make-meetings-more-inclusive-and-effective\/","title":{"rendered":"10 Ways to Make Meetings More Inclusive \u2013 and Effective"},"content":{"rendered":"\n

This article originally appeared on\u00a0Microlearning<\/a><\/em><\/em>, our bite-sized online solution for leaders and individual contributors.<\/em><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Have you ever been in a meeting and realized that a knowledgeable attendee\u2019s great ideas were being ignored while lesser ones prevailed? Or that the person struggled even to get a word in? Or was left off the invitation list entirely?<\/p>\n\n\n\n

Meeting behaviors that favor certain voices and suppress, disregard, or exclude other perspectives drastically limit the quality of a group\u2019s discussions and decisions \u2014 without people realizing it. And when set into habit, they become a pervasive waste of an organization\u2019s time and talent.<\/p>\n\n\n\n

You can be part of the solution! Here are ways to make the meetings you attend more constructive and inclusive.<\/p>\n\n\n\n

1. Notice harmful patterns in meeting norms and behaviors.<\/h4>\n\n\n\n

This is a logical place to start. By paying conscious attention to your group\u2019s meeting norms, you\u2019ll be able to choose appropriate tactics for lessening or thwarting any detrimental behaviors.<\/p>\n\n\n\n

Also, check in with trusted colleagues who regularly attend the same meetings you do. What do they see that you don\u2019t and vice versa? For example, you and your fellow observers might notice unhealthy patterns like:
<\/p>\n\n\n\n

    \n
  • Certain people with relevant knowledge and expertise don\u2019t get invited to meetings or those without much knowledge and experience get invited anyhow.<\/li>\n\n\n\n
  • Vocal participants hog meeting time sharing their opinions but rarely ask questions.<\/li>\n\n\n\n
  • Certain participants get interrupted when trying to raise a point.<\/li>\n\n\n\n
  • The same people are asked to take notes and do other group tasks that aren\u2019t part of their job description.<\/li>\n\n\n\n
  • Participants multitask (e.g, check their phones under the table) when certain people speak.<\/li>\n\n\n\n
  • The ideas of particular people often get ignored or criticized, but when restated by someone else get praised.<\/li>\n\n\n\n
  • Certain individuals break ground rules, like being late, but never get called out for it.<\/li>\n\n\n\n
  • Certain people tend to claim high-visibility seats (like next to higher-ups) or get relegated to low-visibility corners.<\/li>\n<\/ul>\n\n\n\n

    2. Mix up where you and\/or others sit.<\/h4>\n\n\n\n

    When meeting participants default to the same seats each time, they tend to make small talk with the same person sitting next to them, share the same ideas, and bring the same perspectives to any small-group work. And if higher-ranking people always cluster together, less powerful employees have fewer opportunities to network and share their ground-level perspectives with them.<\/p>\n\n\n\n

    To spur fresh thinking and new opportunities for collaboration, ask participants in meetings you lead to get up and sit next to someone they don\u2019t generally talk to. And if you\u2019re an attendee in someone else\u2019s meeting, take the bold step of sitting somewhere new yourself. To explain to your usual neighbors, you could say something like:<\/p>\n\n\n\n

    \u201cI\u2019m going to change things up today to see if sitting somewhere new helps keep the meeting fresh. Would you be interested in doing the same?\u201d<\/em><\/p>\n\n\n\n

    3. Bring overlooked colleagues (or at least their ideas) to the table at key moments.<\/h4>\n\n\n\n

    It\u2019s easy to fall into the habit of sending meeting invitations based on status or who typically attends rather than who truly has the knowledge or expertise to add value to the topic at hand. And invitation oversights can come with a price. For example, you may look back on a decision and think, If only we\u2019d known X, this wouldn\u2019t have happened<\/em>. In many cases, someone did<\/em> know X \u2014 they simply weren\u2019t in the right place at the right time to share it.<\/p>\n\n\n\n

    With this in mind, when you plan or receive an invitation to an important meeting, ask yourself: Are the right people going to be in the room? Who might be missing?<\/p>\n\n\n\n

    If someone comes to mind but you\u2019re not leading the meeting, you can still influence the meeting and its outcomes. Depending on your organization\u2019s culture \u2014 as well as your relationship with the meeting\u2019s leader \u2014 it may make sense to:
    <\/p>\n\n\n\n

      \n
    • Ask to send the better-informed subject-matter expert or colleague in your stead.<\/li>\n\n\n\n
    • Ask to bring the overlooked invitee along.<\/li>\n\n\n\n
    • Meet with the overlooked invitee ahead of time and speak on their behalf at the meeting (being sure to give proper credit for the person\u2019s ideas).<\/li>\n\n\n\n
    • Share the overlooked invitee\u2019s written materials or ideas as premeeting reading and express your interest in discussing those ideas.<\/li>\n\n\n\n
    • Recommend that the group follow up with the overlooked invitee and\/or volunteer to do so yourself: \u201cIt seems like we\u2019re close to a decision, but before we finalize it, could you give me until the end of the day to check in with Rhonda?\u201d<\/em><\/li>\n<\/ul>\n\n\n\n

      4. Set or suggest ground rules around tech.<\/h4>\n\n\n\n

      When people tune in to their phones or laptops, they\u2019re tuning out whomever is speaking \u2014 unconsciously selecting to hear and value some people\u2019s contributions over others. (If you think you have superhuman multitasking skills, sorry to break it to you, but extensive research says otherwise.) Then there\u2019s the problem of remote participants feeling like a disregarded \u201cfly on the wall,\u201d as one remote employee put it to us, rather than on equal footing with on-site attendees.<\/p>\n\n\n\n

      So, how can you level the playing field without becoming the tech police throughout every meeting? Set ground rules before<\/em> the meeting starts, agreeing on them as a group when the meeting convenes. Or, if you aren\u2019t the meeting leader, you might suggest approaches to the meeting leader privately.<\/p>\n\n\n\n

      Depending on people\u2019s expectations and preferences, you could:
      <\/p>\n\n\n\n

        \n
      • Put silenced phones in a basket when everyone walks into the meeting room (you can ask people to label them if they\u2019re worried about losing track of whose is whose) \u2014 then build in a few phone-check breaks for meetings that exceed 30 or 50 minutes. If people protest that they have to stay connected, ask yourself: Is a meeting truly the best use of everyone\u2019s time?<\/li>\n\n\n\n
      • If people\u2019s roles require them to keep their phones and respond immediately to messages, ask participants to limit message checks to one per meeting and to move to the hallway when checking.<\/li>\n\n\n\n
      • For meetings with co-located and remote participants, have the people in the room bring their laptops and sign into the videoconference individually on mute (using one mic for the room) so that all participants\u2019 faces are equal on the screens.<\/li>\n\n\n\n
      • Ask remote participants to wave or type an alert into the chat box when they have something to say. Additionally, build at least a few minutes into each agenda item to actively solicit remote people\u2019s input.<\/li>\n<\/ul>\n\n\n\n

        Regardless of the ground rules set, make sure that the group enforces them \u2014 otherwise the meeting will be less, not more, inclusive.<\/p>\n\n\n\n

        5. Rotate meeting housekeeping duties.<\/h4>\n\n\n\n

        Almost every meeting requires a certain amount of administrative work, whether it\u2019s setting up videoconference software, getting and refilling drinks for clients, or taking notes. Who does this work in the meetings you lead and attend?<\/p>\n\n\n\n

        In many cases, experts say, it\u2019s women, who then end up sacrificing their contributions for the sake of performing tasks like taking notes.<\/p>\n\n\n\n

        If you notice the same people taking on the housekeeping duties meeting after meeting, there\u2019s an easy fix: Rotate those tasks. And if it\u2019s not your meeting, jump in to suggest a more equitable process:<\/p>\n\n\n\n

        \u201cShawna dealt with getting lunch for the group last time \u2014 I\u2019m happy to handle it today. And how about we rotate that task going forward?\u201d<\/em><\/p>\n\n\n\n

        6. Set a follow-up question quota for yourself.<\/h4>\n\n\n\n

        Nothing says \u201cI\u2019m listening, and I care about your perspective\u201d like a good follow-up question. It\u2019s a little like being a great passer in basketball. By shifting the conversation to the right people at the right moments, you elevate the level of play for everyone and set up slam-dunk ideas \u2014 whether it\u2019s from the star player or an often-overlooked sub with the right expertise.<\/p>\n\n\n\n

        What about you \u2014 how often do you ask follow-up questions versus voice your own opinions? If you\u2019re like most people, you do more opining (shooting) than asking (passing). And while it\u2019s important to have your ideas heard, most meetings could benefit from more questions, especially for complex and\/or important topics.<\/p>\n\n\n\n

        Becoming a good listener and questioner is admittedly hard, but well within reach. Try going into every meeting with a follow-up question quota for yourself \u2014 maybe one per meeting to start. Focus on what you genuinely think is important for the group to hear more about. Simple follow-ups are often best:
        <\/p>\n\n\n\n

          \n
        • \u201cI\u2019m not sure I understood the part about X \u2014 could you say more?\u201d<\/em><\/li>\n\n\n\n
        • \u201cOh, interesting \u2014 what makes you say that?\u201d<\/em><\/li>\n\n\n\n
        • \u201cWhat\u2019s an example of that?\u201d<\/em><\/li>\n\n\n\n
        • \u201cHow do you see that tying in to Erik\u2019s point about Y?\u201d<\/em><\/li>\n\n\n\n
        • \u201cWhat else?\u201d<\/em><\/li>\n<\/ul>\n\n\n\n

          7. Ask meeting lurkers direct questions.<\/h4>\n\n\n\n

          If someone has something important to say in a meeting, they\u2019ll say it, right? Not necessarily. It\u2019s possible the person is shy, or it might be something else:
          <\/p>\n\n\n\n

            \n
          • The person prefers not to interrupt others, and rapid-fire conversations provide few or no openings.<\/li>\n\n\n\n
          • The person figures it\u2019s not worth speaking up because their contributions have been criticized or dismissed in the past.<\/li>\n\n\n\n
          • The person is participating remotely and struggling to be seen and heard from a two-dimensional screen.<\/li>\n<\/ul>\n\n\n\n

            While it\u2019s not realistic to hear from every attendee on every agenda item, you can strategically wait and prompt quiet or overlooked participants to share on topics in which they have relevant expertise:<\/p>\n\n\n\n

            \u201cChantal, you worked on the Clarke project, which was pretty similar. What are your thoughts?\u201d<\/em><\/p>\n\n\n\n

            Be sure to reinforce the person\u2019s participation with a quick summary of what you heard, a follow-up question, or \u2014 if it\u2019s a good point \u2014 a show of support to help pave the way for future participation.<\/p>\n\n\n\n

            8. Recognize and\/or amplify valid points from the people whose views tend to get overlooked.<\/h4>\n\n\n\n

            A bad pattern can develop when people are subtly excluded in meetings: Others unconsciously consider them less important and don\u2019t listen to them carefully, so their good ideas go unheard or get restated later by someone else who then gets credit for them.<\/p>\n\n\n\n

            A single good listener \u2014 you! \u2014 can help disrupt this troubling pattern by calling attention to promising ideas (and their speakers) with a well-timed comment like:
            <\/p>\n\n\n\n

              \n
            • \u201cI\u2019m glad you brought that up, Hae-Won. Could we spend a few minutes talking through how that might work?\u201d<\/em><\/li>\n\n\n\n
            • \u201cHae-Won, that\u2019s a great idea \u2014 it would really contribute to our company mission or value X, goal Y, or strategic initiative Z.\u201d <\/em>(Connecting an idea to high-level objectives can elevate its importance in the minds of higher-ups.)<\/li>\n\n\n\n
            • \u201cTo build on the point Hae-Won made earlier about customer time constraints, if we factored in time, how could that impact our decision? Hae-Won, what do you think?\u201d<\/em><\/li>\n\n\n\n
            • \u201cThanks for circling back to Hae-Won\u2019s original idea, John \u2014 it clearly deserves more consideration.\u201d<\/em><\/li>\n<\/ul>\n\n\n\n

              Stepping in also saves marginalized participants from the awkward task of repeating themselves and\/or trying to take back ownership of their ideas.<\/p>\n\n\n\n

              9. Redirect credit that\u2019s mistakenly or inequitably attributed.<\/h4>\n\n\n\n

              Meetings frequently serve as a forum for distributing public praise \u2014 which can influence a person\u2019s reputation, future opportunities, or even promotion. So, quite a bit is at stake when someone receives less than their fair share of public praise, especially if it happens repeatedly.<\/p>\n\n\n\n

              That said, it can come across as petty or selfish to speak up if you\u2019re the one who\u2019s overlooked. That\u2019s why it\u2019s so important for the beneficiaries of praise meant for others to speak up on their behalf:<\/p>\n\n\n\n

              \u201cI\u2019m glad to hear you found our work so helpful. To be clear: Tyrone did most of the analysis, and Elaine created the slides I used.\u201d<\/em><\/p>\n\n\n\n

              And if you think you deserve more praise than others, consider: Research shows that humans are highly susceptible to responsibility bias, which causes us to believe our contributions to team outcomes are more significant than they really are. Plus, sharing credit signals leadership. It\u2019s one of the most effective ways to win your team\u2019s and peers\u2019 respect.<\/p>\n\n\n\n

              10. Use or suggest writing prompts, lightening rounds, or smaller groups to draw out a fuller range of perspectives.<\/h4>\n\n\n\n

              A little structure can sometimes help smooth problematic meeting dynamics, ensuring that the right people contribute when it\u2019s critical for them to do so. For example, let\u2019s say you\u2019re trying to surface innovative solutions in a brainstorming meeting. Instead of just asking for ideas and hearing only from the most vocal participants, you might suggest that everyone take 10 minutes to write down their thoughts, then either paste them into a shared document or go around the room and hear from each person. This also helps guard against groupthink.<\/p>\n\n\n\n

              Other options: Put a time limit on people\u2019s contributions (e.g., \u201cHow about we keep each person\u2019s comments to less than two minutes so we can hear from more people?\u201d<\/em>) or break people into pairs or smaller groups and then have a spokesperson summarize each group\u2019s discussion.<\/p>\n","protected":false},"excerpt":{"rendered":"

              This article originally appeared on\u00a0Microlearning, our bite-sized online solution for leaders and individual contributors. Have you ever been in a meeting and realized that a knowledgeable attendee\u2019s great ideas were being ignored while lesser ones prevailed? Or that the person struggled even to get a word in? Or was left off the invitation list entirely? […]<\/p>\n","protected":false},"featured_media":0,"menu_order":0,"template":"","class_list":["post-26599","resources","type-resources","status-publish","hentry","type-newsletters"],"acf":[],"yoast_head":"\n10 Ways to Make Meetings More Inclusive \u2013 and Effective - FranklinCovey<\/title>\n<meta name=\"description\" content=\"This article originally appeared on\u00a0Microlearning, our bite-sized online solution for leaders and individual contributors. Have you ever been in a meeting\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/resources\/10-ways-to-make-meetings-more-inclusive-and-effective\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"10 Ways to Make Meetings More Inclusive \u2013 and Effective\" \/>\n<meta property=\"og:description\" content=\"This article originally appeared on\u00a0Microlearning, our bite-sized online solution for leaders and individual contributors. 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