Safe-Space Speaking: Enhancing communication in corporate meetings.

Although early in my career, I have attended countless meetings with a myriad of workplace teams.

Each meeting has had a different purpose, however, they all had something in common. They each have the intention for a status report and opportunity for improvement.

Yet, looking back I can’t help but recall that the same few people controlled the meeting. Regardless of size, it was clear that the majority of attendees did not feel the need to contribute.

I too was guilty of this far too often. I would sit in attendance and listen to the same 2-3 people speak until it was time to adjourn.

I am not saying the meetings weren’t beneficial, but they were far less productive than they could have been. I often wondered why so many other talented individuals sat in their chairs with nothing to say.

It wasn’t till several years later that I learned the reasoning behind the lack of participation. Unfortunately, their reasoning was the same as mine… Fear.

The environment was not conducive to safe-space speaking and therefore prevented collaboration.

It’s more common than you think.

We’ve all been there before… That moment when you have something you want to bring up in a meeting but fear the outcome or judgment of others in the room.

In in end, you remain silent.

This is all too common in corporate meeting environments.

Some of the brightest and most talented employees in the workforce do not feel comfortable contributing during meetings. This is simply because the environment and structure of the meeting are not conducive to open collaboration. The very time that is set aside for company improvement is not ample for safe-space speaking.

Safe-space speaking is the culture that is established for meetings to have efficient collaboration. It allows for employees of various departments and experiences to contribute. The ego is left at the door, allowing the team to work on problems and propose ideas in a judgment-free zone.

In the end, the idea is to address the needs of the company and teams, not to fuel a personal agenda.

So what’s the problem?

There are a variety of issues that contribute to this cultural gap. It’s important to understand that this problem is common in many companies, however, it can certainly be addressed and corrected. But first, let’s look at a few reasons why your meetings may not feel safe to speak up in.

Fear of judgment or criticism → This is certainly the most common reason. Ask any of your fellow colleagues and they will tell you the same thing. Employees may worry about how their ideas or opinions will be perceived by colleagues or their supervisors. They might fear being seen as incompetent or their ideas being dismissed.

Hierarchy and power dynamics → I feel this often. Being young and attending executive meetings can be difficult. However, it is important to remember that anyone at any level can add immense value. In hierarchical organizations, junior employees or those lower in the organizational hierarchy may feel intimidated or reluctant to speak up in the presence of senior management or more dominant team members. Because of this, fresh ideas are typically not brought to the table and innovation ceases.

Previous negative experiences → One poor experience can have a drastic impact. Past experiences of being ignored, interrupted, or having their ideas rejected in meetings can deter employees from speaking up again. Such experiences can create a sense of apprehension or reluctance to participate.

Addressing these concerns involves creating a supportive and inclusive environment where all team members feel valued and encouraged to contribute their ideas without fear of judgment or reprisal. You may face other factors that negatively impact meeting culture. Create a list of the problems and address them one at a time.

How do we recover?

Regardless of ‘how far gone’ the meeting culture is, strides toward recovery can certainly be made.

Consider one or all of these steps to address within your teams or your executive meetings.

Establish psychological safety → Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. This cannot be stressed enough. Any psychological damage done in a meeting can have lasting impacts. Leaders ought to promote psychological safety by encouraging open dialogue, actively listening without judgment, and valuing diverse perspectives. Even if others do not enjoy the idea proposed, providing feedback or asking more questions to alter understanding can be impactful. The team needs to understand that if they speak up, they will be supported in some fashion.

Set clear expectations → Clearly communicate to all team members that their input is valued and welcomed in meetings. Leaders should encourage participation from everyone, regardless of their position or tenure within the company. A true leader looks to their diverse team for input and support. Everyone is included in that meeting for a reason, their talents should be utilized.

Create structured opportunities for participation → Provide structured opportunities for employees to contribute during meetings. This could include round-robin discussions, brainstorming sessions, or small group activities where everyone has a chance to share their ideas. Do more to involve others if you want to get more out of the meetings.

Lead by example → Leaders play a critical role in shaping the meeting dynamics. By demonstrating openness to feedback, acknowledging contributions from all team members, and being receptive to different viewpoints, leaders can set a positive tone for the meeting environment. If this example is not set by the upper management, it is unlikely that lower or middle management will make the first move.

Implement feedback mechanisms → Try to establish mechanisms for collecting feedback anonymously or through one-on-one conversations outside of meetings. This allows employees who may be uncomfortable speaking up in a group setting to share their thoughts and concerns confidentially. It might shock you at what you can learn from discussing this topic with others outside of the team meeting.

Although these are only a few suggestions, your team may find benefits from these principles in a short amount of time.

What problems does YOUR team face?

Every team has a different dynamic. Whether the dynamic consists of power, personality, strengths, or the like, the team can still collaborate on a high level if the above principles are put into practice.

Of course, your team has unique complications and factors that many others may not have. If this is the case, identify each problem that may be preventing safe-space speaking. Go through each problem and find 2-3 solutions for it.

Don’t be afraid to include the team in the improvements that you are hoping to make. You may be surprised by the amount of support that you will receive. It’s likely that the majority of the team will help assist you along the way and benefit greatly from your efforts.

It’s never too late to implement this change. And remember, if not you, then who?