Effective Meeting Practices

“𝐓𝐡𝐢𝐬 𝐦𝐞𝐞𝐭𝐢𝐧𝐠 𝐢𝐬 𝐛𝐞𝐢𝐧𝐠 𝐫𝐞𝐜𝐨𝐫𝐝𝐞𝐝.” A phrase we hear so often it barely registers. But as tools for recording, transcribing, and summarizing meetings become the norm—especially with AI—we need to think more critically about what we gain 𝘢𝘯𝘥 what we risk. In my latest Harvard Business Review article, I explore how these tools impact 𝐩𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐬𝐚𝐟𝐞𝐭𝐲 and 𝐭𝐞𝐚𝐦 𝐝𝐲𝐧𝐚𝐦𝐢𝐜𝐬. When people know their words may be shared or summarized without context, they’re less likely to take risks, speak candidly, or share the kinds of ideas that drive 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 and 𝐭𝐫𝐮𝐬𝐭. Tech is helpful—but it’s not neutral. Before hitting record, leaders should ask: 𝘞𝘩𝘺 𝘵𝘩𝘪𝘴 𝘮𝘦𝘦𝘵𝘪𝘯𝘨? 𝘞𝘩𝘰’𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘳𝘰𝘰𝘮? 𝘞𝘩𝘢𝘵 𝘬𝘪𝘯𝘥 𝘰𝘧 𝘴𝘢𝘧𝘦𝘵𝘺 𝘥𝘰𝘦𝘴 𝘵𝘩𝘪𝘴 𝘨𝘳𝘰𝘶𝘱 𝘯𝘦𝘦𝘥 𝘵𝘰 𝘥𝘰 𝘪𝘵𝘴 𝘣𝘦𝘴𝘵 𝘸𝘰𝘳𝘬? https://lnkd.in/eCS-qZ4C #leadership #PsychologicalSafety #culture #teams #TeamDynamics #FutureofWork #AI

🧾 The cost of being seen isn’t the same for everyone. For women, it’s a "Surchage" no one talks about. 👩 Take Ling, a regional sales director. When she speaks up in strategy meetings, she’s told to “be mindful of her tone.” When she stays quiet, she’s labeled “not strategic enough.” It’s not a leadership gap. It’s a cost-benefit calculation, rigged against her. 👩 Meet Rina, a product lead. She’s built three go-to-market launches. Each one a success. But when promotion time comes, her boss says: “You’re doing great. Let’s not disrupt the team dynamic.” Her competence became the excuse to keep her contained. 👩 And then there’s Julia, a COO candidate. She’s been asked to mentor the next generation of women leaders. But no one’s sponsoring her to be the next CEO. 👉 Because championing others is celebrated. Championing yourself gets complicated. But the problem is, the system charges women extra for the power move: • Speak up? Pay the “too aggressive” tax. • Stay humble? Pay the “forgettable” fee. • Stay silent? Pay with your career.    ⚙️ So how do you stop overpaying for power? You fix it by changing the cost structure. Here are 4 strategic power moves to change the terms: 1️⃣ 𝗦𝘁𝗼𝗽 𝗣𝗹𝗮𝘆𝗶𝗻𝗴 𝘁𝗵𝗲 𝗟𝗶𝗸𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗚𝗮𝗺𝗲. Most women try to optimize for comfort: "How can I be visible without making anyone uncomfortable?" Wrong question. Ask: "What does this room need to believe about me to attach power to my name?" Then behave in a way that enforces that belief, consistently! 2️⃣ 𝗔𝘁𝘁𝗮𝗰𝗵 𝗬𝗼𝘂𝗿 𝗩𝗮𝗹𝘂𝗲 𝘁𝗼 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗡𝗼𝘁 𝗘𝗳𝗳𝗼𝗿𝘁. Workhorses get thanked. Strategists get promoted. Shift the conversation from "how hard you worked" to "what changed because of you." Make people dependent on your thinking, not your labor. 3️⃣ 𝗠𝗮𝗸𝗲 𝗬𝗼𝘂𝗿 𝗜𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝘀 𝗘𝘅𝗽𝗹𝗶𝗰𝗶𝘁, 𝗕𝗲𝗳𝗼𝗿𝗲 𝗢𝘁𝗵𝗲𝗿𝘀 𝗜𝗻𝘃𝗲𝗻𝘁 𝗧𝗵𝗲𝗺. When women lead, people often don’t know how to process it. So they fill in the blanks, with assumptions. Don’t let the room guess. Tell them why you’re doing what you’re doing. Say 👉 "I’m recommending this because it moves us closer to the long-term goal." 👉 "I’m raising this because keeping quiet will cost us more later." 4️⃣ 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝘁𝗵𝗲 𝗥𝗼𝗼𝗺’𝘀 𝗠𝗲𝗺𝗼𝗿𝘆, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝘁𝗵𝗲 𝗠𝗼𝗺𝗲𝗻𝘁. Decisions about you happen in rooms you’re not in. Those rooms won’t remember your to-do list, they’ll remember the shortcut version of you. Make sure the phrase people repeat about you is a power narrative, not a service narrative. Keen to own your narrative? 📅 Join our online workshop on July 24th 7:30 to 9pm SGT 𝗛𝗼𝘄 𝘁𝗼 𝗕𝗲 𝗦𝗲𝗲𝗻 𝗮𝗻𝗱 𝗛𝗲𝗮𝗿𝗱 𝗮𝘁 𝗪𝗼𝗿𝗸 👉 https://lnkd.in/gVT2Y59Q 👈 For women who are done paying extra just to be in the room. 👊 Because if you keep paying the power tax quietly, you’ll be subsidizing other people’s promotions forever.

„Companies spend millions on antibias training each year in hopes of creating more-inclusive—and thereby innovative and effective—workforces. Studies show that well-managed diverse groups perform better and are more committed, have higher collective intelligence, and excel at making decisions and solving problems. But research also shows that bias-prevention programs rarely deliver“, schreiben Joan C. Williams und Sky Mihaylo in der Harvard Business Review. Statt auf ineffiziente Programme fokussieren die Autorinnen auf Möglichkeiten, die einzelne Führungskräfte in der Praxis haben, um Vorurteilen entgegenzuwirken und Diversität zu verwirklichen. Es beginnt für sie damit, zu verstehen, wie sich Voreingenommenheit im Arbeitsalltag auswirkt, wann und wo ihre verschiedenen Formen tagtäglich auftreten. Das Motto: „You can’t be a great manager without becoming a ‚bias interrupter‘.“  Ihre Empfehlungen gliedern Williams und Mihaylo in drei Hauptpunkte. ▶️ Fairness in hiring: 1. Insist on a diverse pool.  2. Establish objective criteria, define “culture fit” (to clarify objective criteria for any open role and to rate all applicants using the same rubric), and demand accountability.  3. Limit referral hiring.  4. Structure interviews with skills-based questions.    ▶️ Managing Day-to-Day:  Day to day, they should ensure that high- and low-value work is assigned evenly and run meetings in a way that guarantees all voices are heard. 1. Set up a rotation for office housework, and don’t ask for volunteers.  2. Mindfully design and assign people to high-value projects.  3. Acknowledge the importance of lower-profile contributions.  4. Respond to double standards, stereotyping, “manterruption,” “bropriating,” and “whipeating (e.g., majority-group members taking or being given credit for ideas that women and people of color originally offered). 5. Ask people to weigh in. 6. Schedule meetings inclusively (they should take place in the office and within working hours). 7. Equalize access proactively (e.g., if bosses meet with employees, this should be driven by business demands or team needs).   ▶️ Developing your team: Your job as a manager is not only to get the best performance out of your team but also to encourage the development of each member. That means giving fair performance reviews, equal access to high-potential assignments, and promotions and pay increases to those who have earned them. 1. Clarify evaluation criteria and focus on performance, not potential.  2. Separate performance from potential and personality from skill sets.  3. Level the playing field with respect to self-promotion (by giving everyone you manage the tools to evaluate their own performance).  4. Explain how training, promotion, and pay decisions will be made, and follow those rules. „Conclusion: Organizational change is crucial, but it doesn’t happen overnight. Fortunately, you can begin with all these recommendations today.“ #genderequality #herCAREER

𝗢𝗡 𝗕𝗘𝗜𝗡𝗚 𝗛𝗘𝗔𝗥𝗗 I was once in a meeting where I relayed an idea. I was a VP. There was another male VP in the meeting. And our boss. The meeting went on as if I didn't say anything. Then, the male VP relayed the same idea. And the boss said, "Great idea!" The oversight wasn't necessarily intended. It manifested an unconscious bias that often goes unnoticed in our daily interactions. Recognizing this is the first step toward making meaningful changes. When a woman states an idea, it may be overlooked, but everyone notices when a man repeats it. This is called the “stolen idea.” When a male coworker runs away with a woman’s idea, remind everyone it originated with her by saying something like, “Great idea! I loved it when Katie originally brought it up, and I’m glad you reiterated it.” If someone takes your idea, you can speak up for yourself by saying, “Thanks for picking up on that idea. Here’s my thought. . .” (then add something new). Ways that we can make sure women’s ideas are heard: 1. Invite other women to speak 2. Distribute speaking time equally 3. Ask to hear from women who are being interrupted and spoken over 4. Amplify other women’s ideas by repeating them and giving credit 5. Praise and showcase other women’s work 6. Create systems to distribute “office housework,” such as note-taking, in meetings 7. Share public speaking opportunities with women who have less power or privilege 8. Share pronouns In reflecting on this experience, I'm reminded of the importance of RAW leadership: Being 𝗥𝗘𝗔𝗟 in acknowledging our biases and striving for equity, Being 𝗔𝗖𝗧𝗜𝗩𝗘 in amplifying and crediting ideas regardless of their source, and recognizing the 𝗪𝗢𝗥𝗧𝗛𝗬 impact of ensuring every voice is heard and valued. By adopting these practices, we can dismantle unconscious biases and create a more inclusive environment where everyone feels seen and heard. How do you ensure all voices are heard in your spaces?

When a woman shares an idea in a meeting - silence. When a man repeats it later - it's "brilliant." Waiting for space doesn’t work for women. You have to take it. How to be heard in a room full of men: 1. Be confident in your speech. Speak with confidence, even if your voice shakes. Be concise. Cut the fluff - get to the point fast. If you’re interrupted, say, “I’d like to finish my point.” Keep going. 2. Back your ideas with facts. Don't say "I think". Instead, say: “This strategy increased revenue by 20%.” Facts demand attention. 3. Attach your name to your ideas. Instead of “Maybe we could test this,” say: “I developed a strategy called X. Here’s how it works.” This makes it harder for someone else to take credit. 4. Support other women. When I saw a colleague’s idea get ignored, I spoke up: “That’s a great point she just made. Let’s go back to that.” And just like that, she had the floor again. 5. Follow up in writing. Summarize your key ideas after meetings. Email a summary: “As we discussed, my recommendation is X.” Now, there’s a record of your contribution. In a world where women’s voices are too often ignored, it’s on us to make sure we’re heard - loud and clear. Your voice matters. Use it, own it, and make sure they listen. P.S. Have you ever had your idea dismissed, only for someone else to get credit?

How to (female) Diplomat: Navigating Male-Dominated Spaces (Without Losing Your Dignity, Self Respect and Authenticity) A very senior ambassador once threw a top secret briefing on the ground in front of me—fully expecting I’d pick it up. A calculated power move, dressed up as carelessness. I let it lie there. After all, his arms weren’t broken. Instead, I met his eyes and said, “I think you dropped something, Ambassador.” Then waited. Silence. Eventually, he bent down and picked it up. I realised something that day: Some people test you just to see if they can. And if you play along, they’ll keep pushing the boundary. I’ve spent years being the only woman in the room – whether in the army or diplomacy. Sometimes the youngest, too. And often, the only one not trying to prove I belonged by mimicking the men around me. Because here’s the real power move: 𝗕𝗲𝗶𝗻𝗴 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳. Trying to blend in might feel like the safest option, but in diplomacy or business, it’s your differences that make you effective. So, if you find yourself in a room where the rules weren’t written with you in mind, try this: 1️⃣ 𝗢𝘄𝗻 𝗬𝗼𝘂𝗿 𝗣𝗿𝗲𝘀𝗲𝗻𝗰𝗲 Ever notice how some men tend to take up space—physically, vocally, and in decision-making? Don’t shrink. Take the seat at the table. Speak first if you have something valuable to say. → 𝗖𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲 𝗶𝘀𝗻’𝘁 𝗮𝗯𝗼𝘂𝘁 𝘃𝗼𝗹𝘂𝗺𝗲; 𝗶𝘁’𝘀 𝗮𝗯𝗼𝘂𝘁 𝗰𝗼𝗻𝘃𝗶𝗰𝘁𝗶𝗼𝗻. 2️⃣ 𝗣𝗹𝗮𝘆 𝘁𝗵𝗲 𝗟𝗼𝗻𝗴 𝗚𝗮𝗺𝗲 I once watched a male colleague dismiss a female diplomat’s input in a negotiation—only for him to miraculously propose the same idea 15 minutes later. Instead of calling it out directly, she let him own it and subtly reinforced the idea so it stuck. The win mattered more than the credit. Every single person in that room knew where the credit lay. → 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗼𝘃𝗲𝗿 𝗲𝗴𝗼. 3️⃣ 𝗙𝗶𝗻𝗱 𝗬𝗼𝘂𝗿 𝗔𝗹𝗹𝗶𝗲𝘀 Not everyone in the room wants to see you succeed. But some do. Spot the quiet power brokers—the ones who influence decisions without being the loudest. → 𝗕𝘂𝗶𝗹𝗱 𝗮𝗹𝗹𝗶𝗮𝗻𝗰𝗲𝘀. Some of your best allies might be men. 4️⃣ 𝗙𝗹𝗶𝗽 𝘁𝗵𝗲 𝗦𝗰𝗿𝗶𝗽𝘁 𝗼𝗻 “𝗟𝗶𝗸𝗲𝗮𝗯𝗶𝗹𝗶𝘁𝘆” Ever been told you’re too direct? Or not assertive enough? Too friendly. Or not friendly enough. The double bind is real. But instead of playing an impossible game, reframe it: →𝗗𝗼 𝘁𝗵𝗲𝘆 𝗿𝗲𝘀𝗽𝗲𝗰𝘁 𝗺𝗲? 𝗗𝗼 𝗜 𝗿𝗲𝘀𝗽𝗲𝗰𝘁 𝗺𝘆𝘀𝗲𝗹𝗳? If the answer is yes, likeability is a bonus, not the goal. 5️⃣ 𝗦𝗲𝘁 𝗕𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀—𝗧𝗵𝗲𝗻 𝗛𝗼𝗹𝗱 𝗧𝗵𝗲𝗺 Whether it’s a demeaning “joke,” being interrupted, a door deliberately slammed in your face—set the boundary. Then hold it. Because the moment you don’t, they’ll push it further. 💡 You don’t need to be louder, tougher, or “one of the guys.” You just need to be strategic about how you show up. What’s worked for you in male-dominated spaces? Let’s share the playbook. 👇

Yesterday I led a workshop for women in private equity, and one theme kept surfacing: self-advocacy feels impossible when you’re already fighting to belong. It's the paradox these women face every day. They need to speak up more to get noticed, but when they do, they risk being labeled “aggressive.” They need to promote their wins, but they’ve been socialized to let their work speak for itself. They need to build relationships and visibility, but the informal networks often happen in spaces where they’re not invited. Nevertheless, self-advocacy isn’t optional, especially for women working in male-dominated industries. Research shows that women’s contributions are systematically attributed to others, that our ideas need to be repeated by men to be heard, and that our expertise is questioned more frequently than our male colleagues’. Self-advocacy isn’t about being pushy or aggressive. It’s about being intentional with your voice and strategic about your visibility. Here are four concrete ways to advocate for yourself starting today: 1. Master the “credit redirect” When someone repeats your idea, immediately respond with: “Thanks, John. I’m glad you’re building on the solution I proposed earlier. Let me expand on that framework…” This reclaims YOUR ownership while maintaining professionalism. 2. Document your wins in real-time Keep a “victory log” on your phone. After every meeting where you contribute, jot down what you said and any positive responses. Reference these specifics in performance reviews and promotion conversations. 3. Practice strategic amplification Find one trusted colleague who will amplify your contributions in meetings. Agree to do the same for them. When they share an idea, respond with: “Sarah’s point about the data analysis is exactly right, and it connects to…” This mutual support system works. 4. Lose the “self-shrinking” language.  Stop saying “I’m sorry to bother you.” Stop saying “Maybe we could…” Stop saying “I’m wondering if…” Stop saying “I’ll make it quick.” Take up space. Make your mark. Trust that you and your ideas are worthy of other people’s time, energy, and attention (and most certainly your own as well.) The reality is that in many industries, we’re still fighting to be heard. But we don’t have to fight alone, and we don’t have to wait for permission to advocate for ourselves. Your ideas deserve to be heard and you deserve credit for the value you bring. What’s one way you’ve learned to advocate for yourself at work? The women in yesterday’s workshop had some brilliant strategies to share too. #womenleaders #privateequity #womeninmaledominatedindustries

Ever felt unsure about what a colleague really meant? Or maybe you sensed they weren’t being completely honest with you? A while back, I worked with a team struggling with tension. One leader told me, “I don’t know if my team members actually mean what they say.” Another team member confided, “I feel like people here say one thing but do another.” The frustration was real. Meetings were full of polite nods, but once they ended, nothing moved forward. Everyone tiptoed around issues instead of addressing them. And when things went wrong? Fingers pointed in every direction. The real issue? A lack of sincerity. When sincerity is missing, misunderstandings grow, trust weakens, and conflict is inevitable. Without it, conversations feel like a game of guessing intentions instead of working together. One moment stood out—after yet another miscommunication, a senior team member finally snapped, “Why can’t we just say what we mean?” The room fell silent. It wasn’t that people didn’t want to be honest. They just didn’t feel safe enough to do so. Sincere conversations clear up confusion before it turns into tension. It’s not just about being nice—it’s about being honest, open, and transparent. Why does sincerity matter? Research shows that teams with open, sincere communication resolve conflicts faster and perform better. In Crucial Conversations: Tools for Talking When Stakes Are High, the authors emphasize how genuine, honest conversations create a safe space for addressing difficult issues. When sincerity is present, teams feel more secure, trust strengthens, and conflicts don’t escalate—they get solved. How to Build Sincerity in Your Team: 1️⃣ Set the Standard – Define what sincerity looks like in your team: being upfront, transparent, and following through on commitments 2️⃣ Encourage Open Feedback – Create a space where team members can speak honestly without fear of backlash 3️⃣ Match Words with Actions – If someone commits to something, they follow through. If plans change, they communicate early. Trust is built on consistency This is part of the COMBThrough series, where we help teams untangle real challenges and strengthen collaboration. When sincerity becomes the norm, teams communicate better, trust grows, and conflicts shrink. What’s your experience with sincerity in the workplace? Love to learn from you. ********************************************************************************* Hi! I’m Cassandra Nadira. I help teams unlock their potential to increase performance with proven tools and practices. 🚀 Let’s strengthen your team: ✅ Workshops & Trainings – Build self-awareness and leadership agility ✅ Custom Programs – Enhance team dynamics and performance ✅ Speaking Engagements – Inspire with actionable insights 📩 Let’s connect—message me to explore how we can work together!

The difference between being overlooked and owning the room... a MICROSHIFT - sometimes, as tiny as a two inch shift in posture‼️ I watched her brilliant idea get ignored. Then she shifted her posture and everything changed. Your body speaks volumes before your voice utters a word. And in those boardroom moments that define careers, it might be saying all the wrong things. 🛑 Stanford research revealed something I've seen first hand:- Women leaders face a unique challenge men don't. 💯 We're judged on our body language FIRST, content SECOND. That judgment happens in just 3 seconds. Before you've shared a single brilliant insight. 🪤 The trap? We're expected to appear both authoritative AND approachable simultaneously. A balancing act I've coached hundreds of women through. But I've witnessed how small posture shifts create dramatic perception changes: ☑️ Being overlooked in meetings? ⭐ Drop your shoulders down, widen your stance slightly, and place palms flat on the table instead of hidden in your lap. Watch what happens next time. ☑️ Delivering tough feedback? ⭐ Keep your head completely still when making your key points. Women tend to nod while speaking, which signals agreement, not authority. ☑️ Preparing for a crucial pitch? ⭐ Try the "power posture reset" stand tall, shoulders back, arms slightly away from your body for just 2 minutes before entering. Science shows it actually changes your hormone levels! ❌ These aren't about becoming someone else. ☑️ They're about removing the physical habits that silently undermine your natural authority. I coached a brilliant finance director who couldn't understand why her strategic recommendations kept getting tabled. Her analysis was impeccable. The missing piece? Her body language displayed uncertainty through constant nodding, narrow posture, and hands hidden below the table. Three small posture shifts later, her next proposal was approved unanimously. The board chair actually commented on her "newfound confidence." Nothing in her expertise had changed. Only how she physically communicated it. 💫 Your intelligence deserves to be heard. Your ideas matter. Your leadership is needed. Which microshift will you try in your next high-stakes situation? I'd love to know. Share your comments 👇please. Share or repost if you think someone else needs to hear this. Follow me Arti Halai for more posts like this. 😊 #confidentcommunications #womenleaders