5 Ways to Engage Quiet Staff in Meetings
I was asked how a leader could get quiet team members to speak up more in meetings. The truth is, change doesn’t begin with the quiet team members, but with you.
The secret to encouraging engagement and participation rests with you and your skillfulness in 5 specific areas:
Setting People Up for Success
Creating an Emotionally Save Environment
Be trustworthy
Increase Your Own Comfort with Silence
Reinforce Positive Behaviors With Feedback
Leaders who take time to build their own skillfulness in these areas will ultimately lead meetings where engagement is high
Strategy 1: Set People Up for Success by Setting the Stage
Begin each meeting by talking about expected behavior norms, such as showing up in the stretch zone. You know you are in your stretch zone when you experience a little discomfort but not panic. When we’re working within the stretch zone, we are able to build new neural pathways, process new information, and develop new behaviors.
Invite each person to consider how they will show up in their stretch zone. Remind them that the most interesting part of the stretch zone is that no one but you can tell which zone you are in and if you are stretching yourself or not. This is a chance to take risks, self-manage and empower yourself. Here are some examples:
If you are someone who generally speaks a great deal or volunteers first, you may want to try showing up in a bit more of a listening and observing mode.
If you are someone who rarely volunteers or speaks in meetings, you may want to stretch yourself by speaking up or volunteering, even when it's uncomfortable.
Sometimes as an opening activity I ask each person to write down one goal indicating how they will stretch during the meeting.
Strategy 2: Creating an Emotionally Save Environment
It is critical to create an emotionally safe environment for individuals to contribute. One way you can do this is by observing the body language of participants.
Many times people who are invited to contribute at just the right time, jump in. If you see someone shift in their seat, turn on their mic, change their facial expression or make eye contact, this means they are open to an invitation to speak. A simple, non-threatening invitation such as, “James, do have something to share?” allows the person to step forward with ease or bow out with grace.
Also, pay attention to those who haven’t yet spoken and reach out to them. For example, “Sylvia, what are your thoughts on this?” Asking for a contribution in a very low risk way for someone to stretch and contribute.
Strategy 3: Be Trustworthy
When people do speak up, they are trusting that you will take care of them. If they aren’t sure they can trust you with their ego, pride, or reputation when they take the risk to speak, they will not take the chance.
Trust is built one conversation at a time and one experience at a time. And it is destroyed in the same way. How you react or respond to others demonstrates your trustworthiness to the team. If you are abrupt or somehow embarrass or shame someone when they do speak up, it is a signal to everyone else to be careful when engaging.
Likewise, It is very risky to use sarcasm, humor, or to make jokes at anyone’s expense. This puts everyone in an uncomfortable position. While it may feel that the mood is temporarily lightened, these negative communication strategies will erode trust. While everyone may laugh at the “joke”, inside they are feeling empathy for the target and concerned that they may be your next victim.
Most of the time, they are not laughing with you. They are laughing in order to protect themselves.
Strategy 4: Increase Your Own Comfort with Silence
Most everyone in a group processes information and forms thoughts at a different pace. So while it may seem that some people are habitually quiet, it may be that you as the leader, process information at a faster rate. Some people come up with their best contributions after the topic has already changed. They may be unsure how to interject their insights later down the road.
Don’t be afraid of silence. And don’t assume it means no one is going to speak up. Become comfortable with silent pauses after you ask a question or ask for feedback. Notice if your tendency is to fill the silence yourself. When you do that, you give others an out and decrease the chances they will step up.
Strategy 5: Reinforce Positive Behaviors With Feedback
After the meeting ends, circle back with individuals who did contribute and let them know specifically how their contribution mattered.
“Sara, when you shared how you solved that problem, it really helped others to understand how they could do the same. Thank you”.
When you are providing this kind of feedback it is essential to do it as soon as possible, be as specific and fact-based as possible, and be clear how the positive behavior supported the group.
Experiment with implementing these strategies. Overtime, you will notice that people will begin to speak up and contribute with more confidence.