If organisations were measured on their performance in meetings, most would have gone out of business. That’s according to a study that I came across when carrying out research for my book Quietly Visible: Leading With Influence and Impact as an Introverted Woman.
When you stop and think about it, is it any wonder? Some people are afraid to speak up. Some people are not sharing their ideas. Some people are not given the space to think and process information so that they can give their best response. The same people dominate the conversations. People receiving agendas, minutes, and reports at the last minute and not having time to read and digest the information… I could go on.
When people feel psychologically safe and that they belong, they are more creative, more innovative, and more willing to take risks with their thinking. When they don’t feel psychologically safe and like they belong, they retreat mentally (and may also physically) and hold back. When this happens, the organisation misses out on the potential that they could bring.
If you chair or facilitate meetings, you can set the tone of the meetings so that they are psychologically safe, and that people feel like they belong.
Share agendas, minutes, and reports in advance of meetings
Setting the tone for psychologically safe meetings begins outside the meeting room before the meeting has even begun. Make sure papers for the meetings are sent out with sufficient time for read and process the information. Some people are ok with going into a meeting and getting all the information last minute. Some people need to know what is going to be happening in advance.
And if you are someone who sends out meeting invites without making it clear as to what it’s going to be about, this can be very frustrating. Most likely your meetings comprise people who are very different. Different personalities and thinking styles, people who are neurodiverse and those who are neurotypical. It is important that you cater for the needs of those who will be there.
Tell people it’s a psychologically safe space without telling them it’s a psychologically safe space
Make it known that your meetings are a safe environment where people can ask questions, share ideas and opinions without judgement or ridicule. This does not mean making a big announcement that the meetings will be psychologically safe, but by letting it be known through action and behaviours.
If you are unsure whether people find your meetings psychologically safe and that they feel like they belong, you might find it helpful to do an anonymous survey and get feedback. Ask people whether they feel like they can contribute to meetings and share their ideas without fear of being made to look foolish, being shut down, or having other people run with their ideas, and that they are listened to.
Give everyone an opportunity to speak
The front you see people present to you does not necessarily convey what is going on for them psychologically. When people see or perceive that they are different or in the minority to the others in a meeting, it can bring on self-doubt and make them feel like they are not good enough.
Feeling like this can affect how they interact and engage. Their difference may not be glaringly obvious, and previous bad experiences can be affecting them too. That is why it is important to give everyone an opportunity to speak.
Don’t let people speak over each other or cut in before someone has finished. Rein back those that constantly do so. Give everyone the opportunity to have a say and when they are speaking, make sure that they are being listened to.
Only hearing from a select few means you are missing out on the creativity and innovation of those whose voices go unheard.
Show that you too can be vulnerable so that other people will not fear being vulnerable
Some people find it difficult to be themselves and speak up when they are amongst senior figures. Particularly if these senior figures are very authoritative. A senior job title alone can invoke fear and trepidation. This is particularly so in organisations where traditionally a lot of emphasis has been placed on hierarchy.
This fear of such senior figures probably stems from early life experiences of domineering, authoritative figures. We are all fallible and none of us are perfect, so if your environment is as described, let people see that you are human too with your flaws and imperfections.
Don’t dwell on mistakes, learn from the lessons, and focus on finding solutions
Adopt a culture where people are not afraid to talk about their mistakes so that you can all learn from them. In environments where people are afraid to speak up if something goes wrong, it’s more likely to lead to people covering things up or keeping quiet about things that should be reported.
This doesn’t mean lowering the bar and lowering standards. Be clear about what is expected and what those standards are but create an environment whereby people feel that they can speak up if there are issues.
Give constructive feedback where needed, with specific examples. If people feel psychologically safe and are given constructive feedback and correction, they are more likely to welcome it. By doing so, you are helping them to learn and grow.
Create an environment where people feel like they belong and that their contribution matters
Nip inappropriate banter and microaggressions in the bud and deal with them accordingly. Call them out as and when they happen and make it clear that they will not be tolerated. Where others in the meeting are ridiculing, being judgemental, or putting others down, address their behaviour.
Develop your self-awareness and empathy so that you are aware of how your behaviour impacts others and can better understand the individuals within your team. Everybody is a unique individual with different skills and talents, and they ALL have something of value to contribute.
Psychological safety is not some warm, fuzzy, happy clappy place where no one is challenged so anything goes. It is about creating environments where people can speak up and express their ideas and opinions without fear of judgement or being ridiculed. Where they can be themselves and make their contribution to the greater good of the team, department, and/or organisation.
What is your experience of psychological safety in meetings? What else would you add to this list? Please let me know in the comments.
First published on LinkedIn.
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