I address the issue head-on by implementing a structured format where each team member has a dedicated time slot to share their updates, blockers, and needs without interruption. I privately coach the more vocal team members about the importance of inclusive participation, while also mentoring quieter members to help them feel more confident in contributing their valuable insights. During meetings, I actively facilitate discussions to ensure equal speaking time, gently redirect off-topic conversations to parking lots, and consistently enforce our time-boxed format to maintain the stand-up's original purpose of quick, focused alignment.

Daily stand-up meeting is one of the important events for inspect and adapt, hence if few individuals are dominating the whole 15 minutes, the Scrum Master should make sure everyone gets the fair chance to discuss their points. Also, this should be highlighted and discussed during the retrospective session where the next steps should be defined and agreed as well. Teams having working agreements in place also helps such issues from not happening.

Effective meetings start with a clear frame-up. Set the purpose, outline how the meeting will run, and define the expected outcomes upfront. This simple step sets the tone for success. Remind everyone they have a role in making the meeting effective. If one voice starts to dominate, respectfully acknowledge their input while encouraging others to share their perspectives. For topics requiring deeper discussion, suggest parking them for a separate, focused session. By consistently setting expectations and holding everyone accountable for agreed behaviours, you’ll create disciplined, concise, and energising meetings where everyone feels heard—every time.

Randomly just put them on “mute” if anybody is trying to hijack the stand up, then move on with the actual agenda and the rest of the team gets to guess who will be silenced next!

The most effective method I've seen to increase voice in a group was from a professor. After observing the natural mix of silent & loud, he asked everyone who had been speaking up to take this week and pause. Instead of calling out people, he invited the group to make space for those who had been more silent. Yes, sometimes there was a pause before questions were answered, but more people spoke up and the classroom dynamic was transformed. I'd use the same approach and ask the team for this week to let other speak up first, coming back to anything urgent from the rest after the silent ones had had a chance to join in.