It might seem counterintuitive to advocate for an increase in interruptions during professional meetings. Some people feel disrespected when one of their peers, who may also have thoughts to add, cuts them off in the middle of their trying to make a point. Yet, as employers pledge to design more inclusive workspaces, leaders should consider how interruptions during meetings can help marginalized participants feel welcome.
Public speaking does not come naturally to everyone. Even high-performing coworkers might struggle with performance anxiety and come off as more reserved in group settings than in one-on-one meetings. Implicit bias also plays a role. Coworkers might immediately perceive some of their teammates as not wanting to contribute to a conversation, which can lead to the more extroverted voices dominating the discourse. It is for these reasons that more leaders should consider using interruption more often. Here are some tips for using interruption as an inclusion-driving tactic:
Speak up as early as possible.
Any type of meaningful professional development requires mindfulness of one’s strengths and weaknesses. If you tend to hold back in a meeting, make it a point to speak up within the first thirty minutes. Taking a risk and speaking up as soon as possible signals confidence to your own brain. In a sense, you are “ripping off the band-aid” to remind yourself that although breaking the ice is not always comfortable, it is achievable.
Making a point to speak early on in a meeting can be effortless. If you are feeling unsure in your ability to answer questions sent your way, strike up a conversation with a coworker early on, ideally as soon as you join the call. Doing so will help you build a habit of contributing to every conversation and enforce a habit of setting the tone in your public speaking to help you feel more confident down the line as the meeting progresses. Establishing that confidence as early as possible through action is especially useful should you like to interrupt to make an important point later on.
Notice the trends in the discourse around you.
Trends in discourse encompass conversational dynamics and patterns. If you notice that some senior members of your team tend to speak up more than others, make a note of that. If you also notice that others might have something to say but struggle to get a word in because of another co-worker’s strong-willed personality, that’s worth noting, too. Meetings should provide psychological safety to all participants, so take note if you pick up on some teammates speaking much less often than others, as it could be a sign that the general ethos of the conversation could use work.
Microaggressions can make workers feel less empowered to share their insights. If you pick up on a snide remark that pertains to someone’s racial, religious, or ethnic identity, that qualifies as a microaggression. They are typically riddled with racist and classist undertones disguised as “jokes.” However, there is no such thing as racist or classist jokes; they are purely racist or classist, period.
If you witness a microaggression, you can begin by stating a helpful intention. Asking, “Can we stop for a moment and talk about what you said just now? I don’t think you meant any harm by it, but…” helps reinforce that you are helping all parties involved feel comfortable in their skin in the workplace. You should also be willing to get it wrong, or at least understand that you might not interrupt perfectly well all of the time. Use “I” statements to ground your sentiments in your experiences. Centering your points around your unique perspective helps to make an interruption feel less personal and more respectful.
About Bo Parfet
Bo Parfet is the co-founder and CEO of Denali Venture Philanthropy. Denali Venture Philanthropy is an investment organization that partners with social entrepreneurs looking to foster positive change into the global community. A native of Kalamazoo, Michigan, Parfet has significant experience in impact investments that draw on his family’s philanthropic legacy. Parfet is the also the Chief Growth Officer at DLP Real Estate Capital.
Before starting Denali Venture Philanthropy with his wife, Meredith, Parfet earned his Bachelor of Economics from Colorado State University. He also has a Masters in Applied Economics from the University of Michigan and a Masters in Business Administration from the Kellogg School of Management at Northwestern. Aside from civic volunteering, Parfet’s hobbies are rooted in his passion for mountaineering. He is only one of 127 people in the United States to climb the Seven Summits: Kilimanjaro, Aconcagua, Denali, Vinson Massif, Elbrus, Carstenz Pyramid, Kosciusko, and Everest.