How do you ensure that all voices are heard and valued during team brainstorming sessions?

When you have the talking stick others should listen. We do not interrupt one another. Respect others and remember no matter what your role or past success we only stop earning when we stop learning.

When building a team a few years ago, we started every team meeting with a round robin discussing our gratitudes for the week. Nobody could repeat what they said the last few times, so it always came out unique and interesting. The point? Research shows that the earlier in a social setting that someone speaks up, the more likely they are to contribute overall. Discussing gratitudes humanized the team for each other, allowing everyone to find connections, thus building understanding and trust. Finishing meetings with another round robin allowed for closing loops, determining areas that needed revisiting, and making sure voices were heard again. Subtle signals are sent in every meeting. Don't we want those to say, "Everyone here matters?"

Ideally, all voices are encouraged and treasured. When loud voices try to squelch others, when a message is not being heard, or when communications are tangled within a team, anonymized messaging can be valuable. When a company's fortunes are threatened, everyone can feel the stress, even leaders. Some leaders, especially those multiple layers above front-line employees, need to hear honest feedback about difficult topics. Anonymous information can make a big, positive difference. If leaders start acting out of fear or a need for certainty leading to insistency on select courses of action, getting anonymous feedback can be a critical lifeline to provide crowdsourced truth. Surveys or anonymous messaging technology provide that lifeline.

Building on this, consider implementing the "WAIT" principle (Why Am I Talking?), as Simon Sinek advocates. Encourage team members to reflect on their contributions and create space for others. Additionally, we can use Brené Brown's concept of "rumbling with vulnerability" to create psychological safety. As a facilitator, you may need to model vulnerability by sharing your own ideas and uncertainties, which can encourage others to do the same. Remember, as Seth Godin suggests, that "people like us do things like this." Cultivate a culture where active participation from all is the norm, not the exception. Be active, be open and be fair. Lavish your attention equally and praise people's contributions. Thank people as they participate.

While technology can enhance inclusivity, it's crucial to use it mindfully. As Gary Vaynerchuk emphasises, the medium should match the message. Consider using asynchronous brainstorming tools. These tools allow people to contribute at their own pace, reducing pressure and allowing for deeper reflection. Adam Grant's research shows that this approach often leads to more creative ideas. However, be aware of potential digital divides within your team and ensure everyone has equal access to and comfort with the chosen tools. When possible, balance digital interactions with face-to-face sessions to maintain human connection.

In the spirit of Jim Rohn's philosophy that "formal education will make you a living; self-education will make you a fortune," treat each brainstorming session as a learning opportunity. Implement Brian Tracy's "After Action Review" technique: 1. What was supposed to happen? 2. What actually happened? 3. Why were there differences? 4. What can we learn from this? This structured reflection can uncover valuable insights into team dynamics and idea-generation processes. Additionally, consider rotating facilitation roles among team members, as Dale Carnegie suggested, to develop leadership skills across the team.

It's critical to consider what biases can do to suppress voices. In many meetings, women can be talked over or their comments forgotten. Participants calling in via Zoom can be omitted from pre- and post-meeting decisions and are easily skipped or talked over during the meeting. A variety of others wishing to be heard also face bias and discrimination, possibly unconscious and subtle. It's a long list of voices we might miss. The solution? Everyone in a meeting needs to advocate for others. When you hear someone speaking over others, speak up for those others. Ask someone to contribute if you haven't heard from them but know they have a good idea. If we aren't here for each other, then what's the point? Speak up so others can be heard!

Remember Gary John Bishop's mantra: "Unfu*k yourself." Sometimes, the biggest barrier to inclusive brainstorming is our own self-doubt or preconceptions. Encourage team members to challenge their internal narratives about their contributions' value. Implement a 'reverse mentoring' programme where junior team members share insights with senior ones, breaking down hierarchical barriers. Finally, consider the physical environment of your brainstorming sessions. As discussed in Adam Grant's "Think Again," changing the setting can stimulate new thought patterns and encourage fresh perspectives from all team members.