Building Mastery in a Knowledge Economy

Building Mastery in a Knowledge Economy

Knowledge is Currency

In a world of increasing digitization, there is a growing demand for adaptive, versatile employees who have mastered multiple domains. As a result, employees (and people in general) look to expand their knowledge base – even if it lacks direction and focus – and feel justified by the idea that, if they accumulate as much information as possible, they will become more useful, adaptive, and (conceivably) more valuable to companies and prospective employers.

So how does one balance life-long learning with mastery without diluting the quality of the knowledge you acquire? The key is to build on what you already know, expanding to secondary topics and interconnected information, and enjoying the process. Try starting with:

What you know

This is a relatively obvious starting point. Begin by adding to your current knowledge base on topics that you’re familiar with. Go over it again and look for gaps.

What you’re good at

Excelling at something makes you feel good about your learning experience. Think of this as being on the Beginner level of your knowledge journey. As you amass more information, you can slowly increase the complexity and tackle more difficult topics.

What you enjoy

We’re more inclined to do things that we find happiness in. When you dig into new knowledge on topics you enjoy, you find multiple other related topics and your interest is piqued to learn more.

Expand to auxiliary strengths and interests

Once you’ve began to master what you already take an interest in, start to think about how these strengths and skills can be applied to other areas.

Narrow in on specialized information

Just because you have a broader understanding of a topic doesn’t mean that you have mastered everything there is to know about it. What are the smaller components? What lessons are still left to be learned? How can you gain more specialized knowledge on that subject?

Melissa Álvarez Mangual, Ed.D

Dr. Álvarez Mangual is the founder and executive coach of Thriven Partners, LLC. She has over 20 years of workforce and talent development experience that has intentionally centered inclusion, equity, and justice.

Thriven Partners LLC

Thriven Partners, LLC is a woman- and minority-owned limited liability company.

10 Tips for Aspiring Executive Women of Color

10 Tips for Aspiring Executive Women of Color

The percentage of women in leadership and executive positions within the United States is quite low. Within the C-Suite, only 21 percent of those positions are held by women; of those, women of color make up only 4 percent.

With a lack of role models at the executive level, it is difficult for aspiring executive women (and to an even greater degree, women of color) to find living, breathing examples of success within their own industries. Women who have aspired to and suceeded in securing positions at the executive level bring valuable insight and unique experiences to the industry in which they work, the organization that they serve, and the women who hope to follow in their shoes.

Although not necessarily representative of an entire demographic, executive women of color help aspiring leaders along their journey to secure executive-level positions by providing valuable insight into the unique challenges that can be expected from within that industry as an underrepresented group. I talked to ten different executive women of color, and asked them to answer the following question:

What advice would you give to women of color aspiring to leadership and executive-level positions within their organizations?

Without hesitation, they willingly shared thoughtful, actionable recommendations for women like us who aspire to become leaders, executives, and change-makers.

10 Key Recommendations

Lead with confidence. Trust you are the right person for the mission and are fully capable.
There’s a reason you’re at the table. Especially as a minority female, if you’re at that table, you have earned that space.
– African-American CEO

Be proud of your identity and exercise your voice even when you question its value.

I would tell them that their voice, even though they doubt it, even though they may question it, even though at times they may even feel it, their voice is important. They need to continue to put themselves at a table where no one looks like them. That’s how I think real change happens.
– Puerto Rican CEO

Be prepared for the emotional rollercoaster.
It’s rough, and expect it to be rough. It’s not going to be a cakewalk, and you’re gonna have days that are great and days that are really, really bad. Do not internalize that.
– Puerto Rican CEO

Mistakes are a part of being human. Do your best to make the most of these learning opportunities.
Own your mistakes. When you make a mistake, admit it….for minority women in leadership, when we do make mistakes we are scrutinized at a much higher level than others. When that does happen, we have to be strong in terms of knowing who we are and understanding that yes, this happened…and we learned something from it.
– Native American ED

Assess the boundaries you have created.
I think for a lot of women of color, we’re so used to creating boundaries. Our power comes from saying no. Maybe just learn to find power in saying yes.
– Asian ED

Your support system should include advocates as well.
Advocates I think are the most important because advocates are in places where you are not.
– African American CEO

Take time to capitalize on opportunities for personal and professional development.
Since I mentor and work with a lot of my team members, I really encourage them to do a lot of development of their knowledge and to take advantage of opportunities….I encourage people to take advantage of professional and personal development opportunities, work/life balance.
– Native American CEO

Don’t forget to take care of yourself, too.
Definitely take time for [yourself]. I’ve gotten better about not working longer. I do have to leave it alone at times. I do, on occasion, shut off my phone….try to do your very best to also take care of yourself.
– Puerto Rican CEO

When you do experience discrimination, acknowledge it, process it, and attend to it.
Sometimes we don’t give ourselves permission, as native women especially to say, yeah, I’m experiencing this.
– Native American CEO

Create a support system. Each person you have near you has something different to offer.
One of the things I am trying to do is develop a kitchen cabinet of people I can go to for advice or talk about just this issue.
– Black COO

I encourage people to check in with somebody that they might trust, to ask if their perception is in fact correct.
– Native American CEO

Melissa Álvarez Mangual, Ed.D

Dr. Álvarez Mangual is the founder and executive coach of Thriven Partners, LLC. She has over 20 years of workforce and talent development experience that has intentionally centered inclusion, equity, and justice.

Thriven Partners LLC

Thriven Partners, LLC is a woman- and minority-owned limited liability company.

Shutting down that pesky imposter syndrome

Shutting down that pesky imposter syndrome

Not just self-doubt

The more driven to succeed we are, the more vital our process of personal growth becomes. As anyone who has sought out challenges on their way to achievement can tell you, the path towards success is replete with obstacles that require facing. One of the most notorious obstacles that ambitious people must face is none other than that pesky imposter syndrome. If you’ve ever felt like you’re perpetually stuck in a mode of self-doubt despite being steeped in the research and latest best practices and having experience in what you are engaged in, you might be struggling with imposter syndrome. 

What is it?

Let’s dig into what imposter syndrome is so we can understand the best approach to shut it down. Imposter syndrome is a type of experience or phenomenon characterized by feelings of self-doubt over one’s competence, a fear of failure and evaluation, a sense of incompetence resulting in over-compensating or passing on opportunities, and/or an inability to take credit for one’s achievements. You’ll know you struggle with imposter syndrome if success creates a worry that you’ll be “found out” as not truly deserving of that success.

While imposter syndrome may seem like a regular bout of low confidence that merely causes some unpleasant feelings, it can have much more profound effects than just occasions of self-doubt. The risk of experiencing unchecked imposter syndrome is the influence it has upon our willingness to pursue challenges. If you doubt your abilities and let opportunities pass, you’re less likely to reach the peak of your potential. The fear of success that is a core aspect of imposter syndrome creates an unnecessarily negative experience around the process of achievement. The symptoms of imposter syndrome have been found to resemble certain aspects of depression and the phenomenon is a similar experience to struggling with anxiety and stress. Not only does it impede your potential success, but imposter syndrome also impedes your ability to experience feelings of wellbeing and positivity.

You might recognize some of the common themes of imposter syndrome within yourself and want to find ways to curtail the harm this phenomenon can do. When it comes to imposter syndrome, as with every process of personal growth, there is no quick fix. Instead, you’ll begin a challenging but vital process of observing and reframing your thinking process.  The best way to think of imposter syndrome is as a processing error just like in any computer program—the computer program is your brain and imposter syndrome is the processing error. By treating your imposter syndrome as an error, you short circuit its potency. The only power imposter syndrome has over you is in convincing you to think in a way that isn’t reflective of your reality; if you deny it the power to convince you by treating it as an error, you deny it the power to affect you.

Changing the pattern

The first step in shutting down imposter syndrome on your path to personal growth is observation. Familiarize yourself with the stories that imposter syndrome tries to convince you of, stories like “What if I’m not as good as they think I am” and “I hope people don’t realize I’m not actually an expert on this matter.” Once you know what to look for, you’ll more easily identify your own thoughts from your errant, imposter syndrome thoughts. This is where observation comes in, as you begin to notice and challenge the thoughts that crop up stemming from imposter syndrome. 

Once you’ve got a strong identification system going for observing and picking out the problematic, imposter syndrome driven thoughts from your regular thought patterns you can move onto the next vital step in shutting down imposter syndrome—challenging those thoughts. This step can feel just a bit awkward, but it works. As you practice challenging your imposter syndrome, you’ll begin an ongoing conversation with yourself where you ask yourself whether questionable thoughts are helping or harming you. When those damaging imposter syndrome doubts arise, open a dialogue with those thoughts; is this thought beneficial? Is this thought corroborated by the external evidence in the situation? Would my friends and family accept or reject this thought? By questioning your thoughts you’ll give yourself the chance to break the habit of immediately accepting all imposter driven thoughts as facts.

Another great strategy for shutting down imposter syndrome that has crossover benefits for personal growth and confidence-building, in general, is to compartmentalize your imposter syndrome by naming it. This might sound like an odd solution, but giving a name to the source of your problematic thoughts makes them much more easily rejected. Think of a funny and perhaps slightly insulting name for your imposter syndrome so the next time a problematic thought arises you can say “You’re wrong, ___!” and go about your day. 

The bottom line

Imposter syndrome is a common experience that many people struggle with; part of controlling the problem is in realizing it’s not an unusual problem at all. According to research, nearly everyone is equally at risk for imposter syndrome—both men and women suffer from this phenomenon as well as people of all ages and social identities. Controlling imposter syndrome is all about observing and taking charge of your inner monologue to transform it into a dialogue where you can challenge the damaging thoughts originating from your imposter syndrome. At Thriven Partners, we work together with leaders to identify success-limiting factors like imposter syndrome, and offer powerful coaching to control their negative influence. While it’s not easy, shutting down imposter syndrome is a major benefit and an integral part of moving forward towards success and a journey of personal growth and professional advancement.

A good rule of thumb when considering what you can use your own platform and role to accomplish in championing diversity, equity, and inclusion is to let your role be determined by those you’re attempting to assist. Rather than offer predetermined assistance, be open to hearing from BIPOC leaders (whether in title or role) how you can best be of service in that situation. By allowing yourself to be open and take instruction from those you’re attempting to support, you’ll be ensuring that your efforts are closely aligned with their needs rather than with your idea of what those needs might be. 

Practicing inclusive and equitable leadership requires you to engage reflectively and intentionally with BIPOC colleagues and leaders. You’ll need to have brave and candid conversations about what their experiences have been at the organization and what opportunities they have their eyes on. Learn more about what barriers exists for them and if they’d like your help with gaining access. If your support is welcomed, use your position, decision-making power, and influence to open doors and opportunities for those diverse leaders.  You can facilitate connections between key decision makers and diverse leaders that may not yet exist or help to strengthen ones that do exist. You can serve as a bridge for those diverse colleagues and leaders who are usually on the periphery of social networks and working groups that most often serve as spaces where future organizational leaders are groomed. 

     This leader and ally work can seem complex, but if you think about the way you’ve learned new business skills and mastered them, you’ll recognize that effort pays off.  You will see and experience change in your organization only after having done the work on yourself to better understand how systems are set up to be exclusionary, surfaced your own biases, done the work to shut those biases down, stepped aside to enable BIPOC leaders to lead, follow their lead, learn about their goals, and facilitate connections. At Thriven Partners, we provide specialized coaching to help you uncover the blind spots in your life and unlock the power you have to be an outstanding ally and leader.

Melissa Álvarez Mangual, Ed.D

Dr. Álvarez Mangual is the founder and executive coach of Thriven Partners, LLC. She has over 20 years of workforce and talent development experience that has intentionally centered inclusion, equity, and justice.

Thriven Partners LLC

Thriven Partners, LLC is a woman- and minority-owned limited liability company.

Allyship and Solidarity: What it is an what it requires of you as a leader in the workplace

Allyship and solidarity: what it is and requires of you as a leader in the workplace

While they may seem like terms meant for a protest and other forms of activism, allyship and solidarity have a place in the workplace. The reality is that the workplace is no different from the places we might find activism happening; while the workplace has its own protocol and culture, it doesn’t exist in a vacuum and many of the disenfranchising dynamics that occur outside the workplace also occur within it. By engaging in allyship and showing solidarity in the workplace towards those who need it, we take steps forward towards making a more equitable workplace and even a more equitable world. 

Being a person from an underrepresented group in the workplace can feel uncomfortable, to say the least. It’s difficult to get your voice heard when it’s the only voice stemming from your position. It can feel like your needs and place in the workplace often gets steamrolled by the majority. Not only is this detrimental to the workplace itself in the way it ends up discounting valuable perspectives and feedback, but it’s always an uncomfortable position to place others in and can result in an unnecessarily negative experience for them.

Situations like these are where the concept of solidarity and allyship take center stage. While they may seem like terms meant for a protest and other forms of activism, allyship and solidarity have a vital role right at home in the workplace. The reality is that the workplace is no different from the places we might find activism happening; while the workplace has its own protocol and culture, it doesn’t exist in a vacuum and many of the disenfranchising dynamics that occur outside the workplace also occur within it. By engaging in allyship and showing solidarity in the workplace towards those who need it, we take steps forward towards making a more equitable workplace and even a more equitable world. 

What is allyship and solidarity?

Yet, how exactly do you express that allyship and solidarity? First thing’s first, let’s define these concepts. Being an ally is more than just agreeing that other people should be treated with respect and there should be equity. Allyship is all about action; an ally is someone who uses their power, wherever that power may come from, to make space or highlight the needs of those who lack that same power themselves. Solidarity can be thought of as showing support in a conscious and active way, that means taking action when necessary to support the needs of those who might not be able to meet those needs on their own. Solidarity is a way to divert some of your own personal power to another who lacks that power. 

Now with the understanding of what solidarity and allyship are, how can you go about making the real and tangible moves to live as an ally and show workplace solidarity to those in need? Let’s start with the biggest step of all that encompasses both the foundation of allyship and solidarity—active support.

Active Support

What most notably sets an ally apart from those who simply offer lip service is action. Both allyship and solidarity are about externalizing one’s values of progressivism and quality by making sure to speak up when we see that those values are being transgressed and by working actively to teach ourselves to think beyond our own biases. These are just two of the important actions that allyship and solidarity require to exist. To become a better ally, train yourself to look for actionable things that can be done in your workplace or areas where solidarity with those marginalized in your workplace is lacking. There is always some improvement to be made to show more solidarity in the workplace and seeking out ways to be proactive in this regard are ultimately what sets someone apart from a passive role into the active role of an ally. 

Confronting one's biases

In considering allyship, another effort that is required to make one a true ally is the confrontation of one’s biases. This is no easy feat, as our biases are often a blind spot, hence their status as biases. However, biases can be identified and a counterbalance can be set up to keep them in check. Examining our biases can be as simple as expanding our knowledge of different cultures through study and conscious observation. Our own culture is often what creates our biases, as we take it for granted as “the way things are” instead of merely being one out of an immense number of different cultural values that are equally valid. This is where observation is key; by observing your own reactions to things you feel should be obvious or are offensive or confusing, you gain a chance to uncover a possible bias. Identifying your own biases is a great way to be a better ally and show workplace solidarity, as it means you will become more open to the viewpoints of others and thus more likely to hear them out as opposed to becoming defensive.  

Accept having made mistakes

One of the most important requirements for providing allyship and solidarity in the workplace is a willingness to accept when you’ve made a mistake. While it may seem obvious, being an ally doesn’t mean you won’t still get it wrong sometimes. When the inevitable happens and you overstep a boundary or participate, even if accidentally, in the marginalization of someone within the workplace, you’ll be presented with one of the most important aspects of showing solidarity and providing allyship—owning your mistakes. Being willing to accept when you’ve transgressed is the foundation from which true allyship and solidarity spring. Without a willingness to know that despite your best intentions you can still perpetuate harmful dynamics in the workplace, you’ll be unable to tackle any of the more serious issues, as you’ll be unable to see entrenched inequity and if it incriminates you. That self-protection is inherently at odds with what allyship and solidarity truly require. 

A workplace that wants to grow and see each and every member thriving is a workplace that needs to be sure that it provides equity for its employees. A workplace leader can be a facilitator for creating a more equitable workplace by working to achieve the requirements for being in solidarity with others and by prioritizing their allyship. At Thriven Partners we believe every member of the workplace can be a valuable asset—by helping you on your journey towards becoming a workplace leader that exhibits allyship and solidarity, we seek to uplift and supercharge your workforce as a whole. 

Melissa Álvarez Mangual, Ed.D

Dr. Álvarez Mangual is the founder and executive coach of Thriven Partners, LLC. She has over 20 years of workforce and talent development experience that has intentionally centered inclusion, equity, and justice.

Thriven Partners LLC

Thriven Partners, LLC is a woman- and minority-owned limited liability company.

How to do your own work on DEI as a white leader/ally

How to do your own work on diversity, equity, and inclusion as a white leader/ally

Three recommendations for ways you can activate yourself to affect positive change

The importance of diversity, equity, and inclusion are at the forefront of our conversations today. An attempt to shift the old exclusionary frameworks of the past is underway. Yet, even amid all the enthusiasm and educational resources, it can be confusing to truly understand what your role as a white leader and ally should be. One study found that 70% of white male respondents and 60% of minority and female leaders felt unsure as to the role that white men should hold in diversity initiatives.

You want to make an effort that will move the needle on diversity, equity and inclusion (DEI), but you don’t want to make the wrong move or take on a role that isn’t appropriate for you as a white leader and ally. By committing to put your energy to use for a more diverse, equitable and inclusive organization, and doing so thoughtfully, you’re positioned well to make significant changes in yourself and the organization you lead.

Here are a few recommendations you can take to maximize your role as a white leader and ally to affect positive, inclusive and equitable change. 

Critical analysis of your learning

You’ve done some of the recommended readings on antiracism, diversity and inclusion in the workplace, racial equity and justice. You’ve watched educational films and videos on racial inequities, racial justice, and DEI. The learning you’ve engaged in is important for you to get grounded in the reality of the systemic nature of racism, racial injustice, power imbalances, and privilege. It helps you to become more aware, be in a better position to grapple with the complexities of it all and how you have benefited from it. This learning is a starting point and something you’ll need to continue to do. If you haven’t already done so, return to your reading and watch lists, and ask yourself these questions:

  • Of the books I have read so far, how many were authored by White people, Black, Indigenous, or People of Color (BIPOC)?
  • How did I respond to what the different authors presented?
  • How might my response to the different ways in which experiences, perspectives, and recommendations were shared, be rooted in my White privilege and/or experience with supremacy?
  • How have my mindset, decision-making practice, and/or behaviors changed as a result of what I learned?
  • What can I commit to doing differently going forward?

Reading and viewing films without a critical analysis of how you process what you’ve seen and heard limits the learning you gain from it. So, taking some time to work through your own answers to the above questions will be important for you to uncover any biases you might have that are serving as a block for you, to identify opportunities for your further development and growth, and ways for you to show up and be more inclusive and equitable as a leader.

Surface Your Bisases

An important first step you can take after analyzing your learning from the reading and watching you’ve done, is to do your own internal work. It’s common knowledge that people harbor unconscious biases, those biases can influence our decision-making and the way we interact with others, without our conscious awareness. You’ll need to tackle this major obstacle to creating a more diverse, equitable, and inclusive environment — your own biases. 

As a white leader and ally, one of the most important things you can do for diversity, equity, and inclusion (DEI) is to ensure that you transform yourself into a tool for its proliferation. Create a mental practice of actively monitoring your thoughts and feelings for any biases that might occur. Do you tend to gravitate towards people that look like you when at an event? Did you assume someone’s role in a company based upon their appearance? These are small but significant ways our unconscious biases can influence us and create obstacles to promoting a more diverse, inclusive, and equitable culture.

When working to enact any change, one of the most crucial steps toward success is straightforward but easily missed. It’s difficult to attain a successful outcome without first identifying what obstacles you’ll come up against. As a white leader and ally, don’t make the mistake of jumping into action without considering what barriers you’ll encounter. Spend a bit of time simply considering what obstacles may be in place that block diversity, equity, and inclusion efforts, whether within your own personal life or your workplace. 

  • How is a homogenous culture in your workplace cultivated and/or safeguarded? For example, company events planned around certain interests (sports, catering service, and/or restaurants of particular cuisines, and so on).
  • Would a sudden effort at diversifying your own social circle make someone from a different background feel out of place, as if they were only a token of diversity?
  • Do you tend to take on a singular decision-making role rather than seeking input from a variety of others, including those of diverse backgrounds?

By spending time giving thought to and mapping out the obstacles you’re likely to come across in your efforts to promote DEI, you’ll be better prepared and positioned for a successful outcome. You’ll also become more knowledgeable about the difficulties that BIPOC often face when trying to break into exclusionary spaces and be better equipped to use your power and influence to remove those barriers.

Be willing to follow and support BIPOC leaders (not limited to official titles)

When maximizing your role as a white ally and leader, it’s important to be versatile and not to get stuck on one interpretation of what you feel an ally should be. What constitutes ally-ship and DEI-minded leadership can change depending on the circumstances. In some situations, speaking out and taking a strong leadership role is necessary, yet in other situations, this role can be counterproductive. There are situations when being an ally and leader means taking a backseat and allowing someone else to take the lead. It’s important to be open to the various types of ally-ship and leadership that may be required of you in any given situation. 

A good rule of thumb when considering what you can use your own platform and role to accomplish in championing diversity, equity, and inclusion is to let your role be determined by those you’re attempting to assist. Rather than offer predetermined assistance, be open to hearing from BIPOC leaders (whether in title or role) how you can best be of service in that situation. By allowing yourself to be open and take instruction from those you’re attempting to support, you’ll be ensuring that your efforts are closely aligned with their needs rather than with your idea of what those needs might be. 

Practicing inclusive and equitable leadership requires you to engage reflectively and intentionally with BIPOC colleagues and leaders. You’ll need to have brave and candid conversations about what their experiences have been at the organization and what opportunities they have their eyes on. Learn more about what barriers exists for them and if they’d like your help with gaining access. If your support is welcomed, use your position, decision-making power, and influence to open doors and opportunities for those diverse leaders.  You can facilitate connections between key decision makers and diverse leaders that may not yet exist or help to strengthen ones that do exist. You can serve as a bridge for those diverse colleagues and leaders who are usually on the periphery of social networks and working groups that most often serve as spaces where future organizational leaders are groomed. 

This leader and ally work can seem complex, but if you think about the way you’ve learned new business skills and mastered them, you’ll recognize that effort pays off.  You will see and experience change in your organization only after having done the work on yourself to better understand how systems are set up to be exclusionary, surfaced your own biases, done the work to shut those biases down, stepped aside to enable BIPOC leaders to lead, follow their lead, learn about their goals, and facilitate connections. At Thriven Partners, we provide specialized coaching to help you uncover the blind spots in your life and unlock the power you have to be an outstanding ally and leader.

Melissa Álvarez Mangual, Ed.D

Dr. Álvarez Mangual is the founder and executive coach of Thriven Partners, LLC. She has over 20 years of workforce and talent development experience that has intentionally centered inclusion, equity, and justice.

Thriven Partners LLC

Thriven Partners, LLC is a woman- and minority-owned limited liability company.

Inclusive Meetings

Leading inclusive, engaging, and generative meetings

Workplace culture unlocks potential

Workplace culture is critical to the success of an organization and its employees. Harnessing the power of a consciously cultivated workplace culture can yield amazing benefits that spread throughout the entire company. Creating an environment where employees feel included and engaged fosters creativity and productivity—two qualities that top-performing companies tirelessly work to establish and protect. In companies where employees feel their contribution is valued and that they are vital to the organization’s success, you reap the benefits of retaining employees for the long haul. An employee that feels included and valued is much more likely to go the extra mile and to feel connected to the company in a meaningful way. 

Effective leadership in the workplace can feel like a daunting task, as there are many different angles that one can approach this effort. Yet, the effectiveness of your leadership will depend on selecting the approaches that will have the most impact. Considering this, one of the areas that involves significant time, resources, and impact are meetings. Meetings are a microcosm of the company’s culture, a mirror of what the culture values, how it operates, and the way it does business. Meetings provide an excellent window into how employees engage with each other and with the workplace, as well as how ideas are shared, received, and what comes of them.

Observe and assess the current state of meetings

If you’re curious about the vitality of your workplace culture and how communication flows within it, hold a meeting and observe how it functions. Is everyone able to contribute easily or do only one or two people dominate the meeting? Are ideas and feedback exchanged freely and often, or do people stay quiet and give passive or neutral feedback when asked? Do employees seem confident in sharing constructive feedback or disagreement with ideas or do they seem to offer only the answers they believe are “correct” when asked? The first step to creating an engaging and inclusive workplace is to create engaging and inclusive meetings. To start, take the time to run a diagnostic on your current meetings and build from that foundation.

After assessing the state of your company’s current meeting format, you can begin to introduce changes and small tweaks to gradually shift your meetings towards inclusion, engagement, and productivity. One of the most impactful changes company leadership can make within meetings is to focus on inclusion. Inclusive meetings consider diversity of thought, experience, and solutions moving the group to a more well-rounded and vivid picture of the issue at hand and ways to attend to it.

Effective leadership in the workplace can feel like a daunting task, as there are many different angles that one can approach this effort. Yet, the effectiveness of your leadership will depend on selecting the approaches that will have the most impact. Considering this, one of the areas that involves significant time, resources, and impact are meetings. Meetings are a microcosm of the company’s culture, a mirror of what the culture values, how it operates, and the way it does business. Meetings provide an excellent window into how employees engage with each other and with the workplace, as well as how ideas are shared, received, and what comes of them.

Diversify the meeting structure

One way to amplify inclusion in meetings is to structure the interactions so that there is space for the various stakeholders present to contribute, be heard, and engaged. Shift from the usual open forum around a large table, where the person who is quick to speak and most adamant about their position is afforded the space to dominate and use up precious airtime.

Break the meeting up into segments that involve visualizing, moving content around, building upon ideas/solutions, and involve a mix of small and large group processing. These kinds of interactions in meetings generate better ideas and solutions, enable cross pollination of ideas and generate the most comprehensive and integrated solutions possible in a 30-, 45-, 60-, or 90-minute + time frame.

In structuring the meetings so that there is some variety in how you work together, you create the conditions for introverts and extroverts to engage in a more balanced and meaningful way. You shift power from those who typically hold or take it, to include those who don’t typically hold the power in meetings. You create the space for talent to shine and be tapped in those who may not be your usual contributors. You open up the possibility to get the best out of everyone present in dynamic ways that move people to share their expertise, strategize, and collaborate to move the business forward.

Balance verbal and written feedback

Having a balance in verbal and written feedback ensures every member gets their word in, not just those who naturally thrive in verbal communication or who are more often heard than others. You can include a written component to the meeting, having participants respond to questions or cases in real-time by writing those answers down on notecards, sticky notes, or topic sheets located throughout the room. Their ideas get documented and it allows for people who process information differently to put their ideas, suggestions and concerns out there for consideration and/or inclusion. It highlights for everyone to see where there may be convergence and/or divergence of thinking that can be attended to in order to determine the way forward with the least risk for failure or waste, and the greatest benefits.

Determine meeting norms and hold each other accountable to them

Set agreed upon ground rules or norms for how you all will work together in meetings and hold each other accountable to them. Determine what kind of dissent is constructive and productive, how you will handle dissent, and when it is appropriate. Hold one another to task in sharing the airspace and minimizing or avoiding all together interrupting one another. Determine how you will handle tangents and going off task, so that when the meeting is redirected to its intended purpose nobody is taken aback by the approach. Assign someone to serve as the norm manager and rotate this role each meeting. The norm manager for the meeting can be charged with keeping the group accountable to the agreements and must be given the authority to hold that role and space in the room.  Meeting norms that are agreed upon, as opposed to assumed, minimize miscommunication and conflict, while enabling more relevant contributions, healthy exchanges and meaningful engagement from different people.

How Thriven Partners helps

Workplace leaders long for meetings that draw upon their talented employees to generate actionable, innovative ideas and solutions that result in the greatest benefits to the business. At Thriven Partners, we work with companies to design meetings and gatherings that optimize learning, knowledge sharing, and strategic action. We co-design meetings and gatherings that focus on achieving or exceeding the intended outcomes, more fully engage participants, forge meaningful connections, and advance the business.

Melissa Álvarez Mangual, Ed.D

Dr. Álvarez Mangual is the founder and executive coach of Thriven Partners, LLC. She has over 20 years of workforce and talent development experience that has intentionally centered inclusion, equity, and justice.

Thriven Partners LLC

Thriven Partners, LLC is a woman- and minority-owned limited liability company.