Equitable Meeting Practices for Gender Equality

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?

„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

The fact that we need a dedicated day to remind people of the value of women in society says everything you need to know about gender equality across the globe. Every year, we get bombarded with well-meaning but superficial campaigns, usually featuring women awkwardly striking a pose to show how much an organisation "cares." And yet, the gender pay gap still exists. Maternity discrimination is real. Women are still being talked over, overlooked, and undervalued. It’s 2025. We should be way past platitudes and performative allyship. Real change happens in the everyday moments, not just in corporate marketing campaigns. People often ask me “what can I do? I’m not the decision maker!” So here are some practical ways to advance gender equality, whether in your workplace or personal life: ◾️If someone cracks a sexist ‘joke’ or makes an inappropriate comment, don’t stay silent. Silence is compliance. ◾️ Stop defaulting to women for office housework such as event planning, coffee runs, and note-taking, these aren’t gendered tasks. ◾️Don’t schedule meetings when most women have caring responsibilities e.g early mornings, school runs, or dinner time. ◾️Flexible working should actually be flexible. If your organisation claims to offer it, don’t police when and where people work. ◾️If all your event speakers or leadership discussions only feature men, ask why. Then fix it. ◾️Sponsor women, don’t just mentor them. Open doors, recommend them for opportunities, and advocate for them in rooms they’re not in. ◾️Reconsider what leadership looks like. If your decision-makers all look the same, it’s not a meritocracy, it’s a boys' club. Real change isn’t about slogans, it’s about action. What other practical things have I missed? PS: Also pay women fairly and don’t make them feel guilty or punish them for speaking up because it makes you feel uncomfortable. PPS: To all the women and allies in my life - thank you from the bottom of my heart for the support you’ve always shown me! #IWD2025 #ForALLWomenAndGirls

Just a few months ago on a call with four men one of them said, "Sarah - can you please take notes for this call? Thanks." I'm honestly embarrassed that my only reaction was to say, "Sure!" The thing is, it was a question but wasn't really a question, if you know what I mean. Maybe you're reading this and thinking - what's the big deal? Or maybe you get why this small thing holds greater significance. With DEI efforts under siege, the little things matter more than ever. And I know there are plenty of individuals committed to true diversity, equity, and inclusion no matter the status of formal programs. We need to keep in mind that supporting others and encouraging their success doesn't dampen ours - in fact, I believe in many ways it only augments it. For anyone interested, here are 7 Ways Men Can Support Women in the Workplace, from LeanIn.org: 1. Challenge the Likeability Penalty - if you hear a woman being referred to as "bossy" or "shrill" or "emotional" ask for a specific example of what she did and challenge if the person would use the same descriptor were a man to do the same. 2. Evaluate Performance Fairly - make sure teams are aware of gender bias. Be clear about what constitutes excellent performance and make sure goals are set in advance, understood, and measurable. 3. Give Women Credit - When you introduce women coworkers, emphasize their accomplishments. Push back when women say they're "not ready" or "not qualified" and encourage them to go for it. 4. Get the Most Out of Meetings - If a woman is interrupted during a meeting, interject and say you'd like to hear her finish. Openly ask women to contribute to the conversation. Be aware of stolen ideas and look for opportunities to acknowledge the women who first proposed them. 5. Share Office Housework - Don't fall into the trap of expecting women to take on stereotypical support roles like "team mom" or note taker. 6. Make Work Work for Parents - Don't assume mothers won't be willing to take on challenges or travel. Push your companies for better paid parental leave policies. Avoid telling moms "I don't know how you do it," which can signal you think mothers are doing something they shouldn't be. 7. Mentor Women & Offer Equal Access - Find at least one woman to mentor. Give her thoughtful input on how she can advance and put her name forward for stretch assignments or promotions. Introduce her to influential people in your network to help her get to know key decision makers.

The best allyship techniques are often just good listening. Here’s what I mean: 🔁 Looping for understanding 🔁 In this listening technique, you communicate back what you’ve heard, and verify with the speaker (“Did I get that right?”). It’s not about parroting what was just said, but showing the speaker that you care about their side and you’re committed to mutual understanding. For allies, this technique creates safety for minority voices—letting them know that you will let them speak and strive to understand. ❌ Not interrupting ❌ Avoiding interruptions in conversation is a sign of respect that allows the speaker to be fully heard. In the workplace, women are still 2 times more likely to be interrupted. Not interrupting women or other underestimated groups is a form of allyship. You can take it a step further by pausing the interrupters and politely saying, “I’m sorry, but I don’t think she’s finished.” 📢 Amplification 📢 This meeting strategy has peers or senior colleagues amplifying the quiet or junior voices in the room. After a comment is made, restate the speaker’s name and idea, potentially adding on it: “I like Sierra’s suggestion to do THIS because…” Allies notice when good ideas are being ignored, interrupted, or commandeered, and amplify those voices. 🤔 Asking questions first 🤔 In negotiations, asking lots of questions of the opposing party is a form of information gathering and rapport building. The best negotiators are experts at leading with open-ended questions and following up with personal stories and additional questions that show they’re really listening. Great allies gather information about the gender dynamics in their workplaces by leading with curiosity, asking thoughtful questions, centering women’s voices, and believing them when they speak up. (This transfers to other underrepresented folks as well). 🎯 The goal is understanding, not winning 🎯 Keen communicators know that to make progress in any heated issue, the goal must be to understand—not to win. As long as we view gender equity as a zero-sum game, we will never see improvements for our wives and daughters. Allies understand that men also benefit from more gender-equal workplaces, homes, and communities—and will work to get everyone out of boxes. #alliesatwork #genderallyship