Reprint: R1406K
Even at the highest levels of organizations, many otherwise dynamic women struggle in meetings. Some say their voices are drowned out; others can’t find a way into the conversation at all. Their male counterparts perceive a problem, but they tend to dismiss it as resulting from timidity, defensiveness, lack of focus, or excessive emotion.
Drawing on interviews, surveys, and decades of work as leadership coaches, the authors suggest steps women can take to feel more comfortable and become more effective. Women should master the “pre-meeting,” connecting with colleagues to test ideas and gather support; come to meetings armed with cogent comments and questions that can move the conversation forward; keep an even keel, speaking in measured tones and being careful not to signal frustration through sarcasm or curtness; and move past confrontation without taking it personally.
Bosses can also help ensure that women’s voices are heard, by providing direct feedback about meeting behavior, inviting more women to the table, and proactively pulling women into the conversation.
These changes can have profound results, enabling all team members, male and female, to contribute to their full potential.
A senior manager is asked to give up an executive committee seat because the CEO wants to shrink the group’s size and plans to retain only “the most engaged” members.
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